Leadership Styles in Organizations: Htoo Group Case Study Report

This report delves into the realm of leadership styles within organizations, specifically examining the transactional and transformational leadership models. The research focuses on the Htoo Group of Companies, a Burmese holding company, and investigates the impact of these leadership styles on ...Read More

Running head: LEADERSHIP STYLES IN ORGANIZATIONS
Leadership Styles in Organizations
Name of the Student
Name of the University
Author Note

1LEADERSHIP STYLES IN ORGANIZATIONS
Acknowledgement:
I like to thanks my professor my family and friends, who support me to do this research work
efficiently through providing me proper guidance and support. Without their cooperation, it
would be difficult for me to conduct the entire analysis. For preparing the assignments, I had
taken help and guidance from the respected persons who deserves my deepest gratitude. I
would also like to show my gratitude to my professors for completing my assignments who
directly and indirectly guided me in writing this assignments.

2LEADERSHIP STYLES IN ORGANIZATIONS
Abstract:
The global commercial and organizational framework had undergone considerable changes
and dynamics over the last few decades, owing to international phenomena of immense
significance. In this context, with the increasing dynamics in the commercial operational
framework, the concept of leadership in the business organizations has also evolved
significantly, with the importance of the same being rising among the participants of the
global business environment. The presence of a good leadership leads to creation of morale
and inspiration for the employees, thereby motivating them to perform better. There are
different leadership styles, recognised in the contemporary business framework, of which the
increasingly popular styles are those of transactional and transformational styles. The study
tries to analyse which form of leadership, between transactional and transformational, is more
relevant and effective for HtooGroup of Companies. The survey analysis considers MLQ-5X
and comes to know that transactional leaders impact more on employees in this company
compare to transformational leaders.

3LEADERSHIP STYLES IN ORGANIZATIONS
Table of Contents
Chapter 1: INTRODUCTION....................................................................................................6
1.1 Introduction......................................................................................................................6
1.2 Research Background.......................................................................................................7
1.3 Significance of the Research............................................................................................9
1.4 Research Aims...............................................................................................................10
1.5 Research Objectives.......................................................................................................11
1.6 Research Questions........................................................................................................11
1.7 Research Hypothesis:.....................................................................................................12
1.8 Research Structure.........................................................................................................12
CHAPTER 2: LITERATURE REVIEW.................................................................................15
2.1 Introduction........................................................................................................................15
2.2 Significance of leadership in an organization....................................................................15
2.3 Overview of the transformational leadership and transactional leadership style...............18
2.4 Determination of which leadership style is better relating to the HGC employees job
performance and satisfaction....................................................................................................22
2.5 Importance of job satisfaction:...........................................................................................26
2.6 Transformational and transactional leadership style applied by HGC leaders on their
employee’s job satisfaction:.....................................................................................................28
2.7 Significance of job performance:.......................................................................................29
2.8 Impact of transformational as well as transactional leadership style used by HGC leaders
regarding job performance of employees:................................................................................32

4LEADERSHIP STYLES IN ORGANIZATIONS
2.9 Relation between transformational leadership and satisfaction of leaders with job
performance and leader in HGC:.............................................................................................34
Chapter 3: REASERCH METHEDOLOGY...........................................................................36
3.1 Introduction:...................................................................................................................36
3.2 Method Outline:.............................................................................................................36
3.3 Research Onion:.............................................................................................................37
3.4 Research Philosophy:.....................................................................................................37
3.5 Research Approach:.......................................................................................................38
3.6 Research Design:............................................................................................................38
3.7 Data Collection:.............................................................................................................39
3.8 Sampling Method and Sample Size:..............................................................................40
3.9 Data Analysis Plan:........................................................................................................41
3.10 Ethical Consideration:..................................................................................................41
3.11 Research validation along with data reliability:...........................................................42
3.12 Limitation of the study:................................................................................................42
3.13 Time Frame:.................................................................................................................42
3.14 Chapter Summary:.......................................................................................................43
Chapter 4: RESULTS AND DISCUSSION............................................................................45
4.1 Introduction:.......................................................................................................................45
4.2 Socio-Demographic Analysis of all respondents:..........................................................45
4.3 Reliability Test:..............................................................................................................48
4.4 Descriptive Statistics:.....................................................................................................49

5LEADERSHIP STYLES IN ORGANIZATIONS
4.5 Correlation Analysis:.....................................................................................................50
4.6 Inferential Statistics:.......................................................................................................53
4.7 Discussion:.....................................................................................................................57
Chapter 5: CONCLUSIONS AND RECOMMENDATIONS.................................................62
5.1: Conclusion:...................................................................................................................62
5.2 Recommendations:.........................................................................................................65
References................................................................................................................................67
Appendix..................................................................................................................................76
Questionnaire...........................................................................................................................76

6LEADERSHIP STYLES IN ORGANIZATIONS
Chapter 1: INTRODUCTION
1.1 Introduction
The global commercial and organizational framework had undergone considerable
changes and dynamics over the last few decades, owing to international phenomena of
immense significance like that of Globalisation, liberalisation of trade and commerce and
technological and infrastructural framework (Ferraroand Briody2013). All these factors have
cumulatively contributed in making business and organizational scenario more global,
integrated and inclusive and interconnected (Jankalová2012).
In this context, with the increasing dynamics in the commercial operational
framework, the concept of leadership in the business organizations has also evolved
significantly, with the importance of the same being rising among the participants of the
global business environment (Wibbekeand McArthur2013). Leaders, in businesses, are
usually those who encourage and persuade their team members to work in such a way that the
organization targets and goals are reached within specified times and the welfare of all the
participants of the organizations are also maximised (Raeet al. 2012). Over the years, owing
to dynamics in the global commercial environment, the notion of leadership in business has
also become increasingly complex and different types of leadership structures and styles have
also evolved in this aspect, depending upon the needs of the situations (Birdand
Mendenhall2016). This is primarily because of the varied and multilateral impacts of the
presence of an efficient leadership structure in an organization. As highlighted by Yıldız,
Baştürkand Boz (2014), the presence of a good leadership leads to creation of morale and
inspiration for the employees, thereby motivating them to perform better. Robust leadership
structure also encourages free flow of ideas and organization of operations and strategic
implementations, together which leads to higher profitability and better reputation of the

7LEADERSHIP STYLES IN ORGANIZATIONS
organizations. There are different leadership styles, recognised in the contemporary business
framework, of which the increasingly popular styles are those of transactional and
transformational styles. While transactional leadership style of leadership focuses on
organization, supervision and performance of the companies, transformational leadership
focuses on working for identification of areas for change and creation of vision for
implementing changes through inspiration from the leader of the organization.
Keeping this into consideration, the concerned research explores the different forms
of leadership, specifically the transactional and transformational forms of leadership, thereby
comparing the attributes and the impacts of the same on the performance, satisfaction of the
employees and the overall performance of the organizations, specifically focussing on the
management operations of the HtooGroup of Companies, a Burmese holding organization
located in Myanmar. The study tries to analyse which form of leadership, between
transactional and transformational, is more relevant and effective for the concerned company.
1.2 Research Background
As discussed above, the Htoo Group of Companies, being a Myanmar holding
company, was established in 1900 and invests in diverse fields like that of construction,
trading, hotels, aviation, resorts, financial services, agriculture, food and beverage as well as
lifestyle and entertainment businesses. With an employee strength of more than 40,000
people, the company currently generates an average revenue of nearly 65 million USD and
has a number of subsidiaries, venturing in different fields of the country (Htoo.com 2018).
All these factors and the overall growth and the long-term sustainability of the concerned
organization depend considerably on the leadership structures of the same and the behaviour
and activities as well as the leadership strategies taken by the leaders in the organization
(Minand Kudo2014).

8LEADERSHIP STYLES IN ORGANIZATIONS
The Htoo Group of Companies, expanding impressively over the years, has a complex
and vast organizational structure and operational framework. The organization can also be
seen to be showing the presence of different leadership styles within its operational domain
(Ford, Gillanand Thein2016). The founder and chairman of the Htoo Group of Companies,
Tay Za, being one of the primary leaders of the organization is known for his charismatic
style of leadership which has considerable influence on the actions, activities and the
behaviours of the employees. Other leaders of the Htoo Group of Companies can also be seen
to be adopting transformational leadership structure to inspire and influence their respective
team-mates and to encourage them for working towards the achievement of the common
organizational goals (Foster2013). However, in the contemporary period of industrial
complexities and increasing competitiveness, the concerned company can be seen to be
facing several issues of concern, including that of problems with diversification of its
business portfolio, maintaining coordination among different departments, competing with
global rivals and identifying strengths and weaknesses as well as opportunities and threats in
the coming years. This in turn, indicates towards the need to analyse the leadership structures
in the organization and their implications, thereby examining the form of leadership which, in
the contemporary period, will be best suitable for the same.
The business organization, named the Htoo Group of Companies, being a highly
diversified and expanding business, operating in different fields and industries in Myanmar,
experiences considerable dynamics and competitions in their operational framework. The
company also employs huge number of employees in different domains with diverse
experiences, attitudes and attributes, managing whom is one of the most challenging tasks in
the operational framework of the concerned organization, for which it is of utmost
importance for the organization to choose the style of leadership which will provide best
result for the company, in the aspects of maximising the satisfaction, motivation,

9LEADERSHIP STYLES IN ORGANIZATIONS
performance of the employees and of that of the maximisation of the overall performance of
the organization in the long run (Yukl 2013).
Keeping this into consideration, the concerned research focusses on analysing and
comparing the impacts of transactional and transformational forms of leaderships on the
aspects like that of performance and job satisfaction levels of the employees working for the
concerned organization as well as on the overall performance of the organizational itself, in
the contemporary period of expansion and business diversifications of the concerned
organization.
1.3 Significance of the Research
In the contemporary period of global integration of marketplaces and clienteles and
increasing level of competition among businesses as well as increasing dynamics in business
scenarios of almost all types of industries, it has become immensely crucial for the companies
and organizations across the globe, to ensure efficiency, effectiveness and competency in
their operational framework (Caldwellet al. 2012). For instance, the Htoo company, can be
seen to be operating in a global marketplace and caters to a global clientele, which is full of
diversities. In this process, the company not only faces diversified demand patterns of the
customers but also experiences considerable competitions from the similar companies from
different parts of the globe and in Myanmar specifically. In this context, the employees play a
considerable role as they are the backbone of any organization and key contributors to the
performance, profitability and sustainability of the same both in the long run as well as in the
short run.
One of the key factors influencing the behaviours, activities as well as performance of
the employees and also the level of motivation and the level of job satisfaction of the
employees in their respective companies is that of the leadership structures present in the

10LEADERSHIP STYLES IN ORGANIZATIONS
same and the personal attributes of the leaders under which the employees work in an
organization (Bolden2016). In this context, it becomes essential for the business
organizations to explore, analyse and determine the style of leadership which can benefit the
same most optimally and the structure of leadership which can have maximum positive
influence on its employees.
Keeping this into consideration, the concerned research, exploring the impacts of the
different forms of leadership forms on the employees, their performance, satisfaction level as
well as overall organizational performance of the Htoo Group of Companies, can have
considerable significance for the organization itself. With the help of the findings of the
concerned research, the organization into consideration, can device and implement proper
and appropriate forms of leadership strategies, design and structures, thereby increasing the
productivity and performance of the employees and raising the level of job satisfactions,
thereby improving the overall organizational performance in the long run.
Rationale of the research
The concerned research, focussing on exploration and comparison of different
leadership styles present in the global scenario, especially the transactional and
transformational leadership styles and also on studying the relevance and comparative
advantages as well as limitations of the same in the operational framework of the Htoo Group
of Companies, tries to find the better and more efficient style of leadership subjective to the
concerned company (Simola, Barling and Turner 2012). This in turn, if done appropriately,
can have immense positive implications on both the performance of the employees and their
job satisfaction level as well as on the overall performance of the concerned organization,
thereby making the concerned research significant and purposeful.

11LEADERSHIP STYLES IN ORGANIZATIONS
1.4 Research Aims
The concerned study primarily aims to investigate the impacts and implications of
different leadership styles, specifically the transformational and transactional structures of
leadership on the operational framework of the Htoo Group of Companies, especially in the
aspects of employee performance, job satisfaction of the employees and also the overall
performance and efficiency of the company in the short run as well as in the long run. The
research also aims to compare and determine the style of leadership which is appropriate for
the concerned company and its operational framework in the contemporary period, when the
same has been consistently expanding and diversifying both its investment portfolio as well
as its businesses.
1.5 Research Objectives
The objectives of the concerned study can be seen to be as follows:
 To explore the differences between the two primary forms of leadership styles, the
transactional style and the transformational style
 To analyse the comparative advantage of transactional style over transformational
style
 To analyse the comparative advantage of transformational style over transactional
style
 To determine the leadership style among these two, which would be better and more
efficient for the concerned business organization, the Htoo Group of Companies, in
the contemporary period
 To observe and evaluate the impacts of these two forms of leadership styles on the
different organizational aspects of the concerned company, especially on the job
performance of the employees, their overall level of job satisfaction as well as the
performance of the concerned organization as a whole

12LEADERSHIP STYLES IN ORGANIZATIONS
 To find the problems of transactional leadership, if implemented in Htoo company
 To find the problems of transformational leadership, if implemented in Htoo company
1.6 Research Questions
The primary research question which the concerned study emphasizes on is as
follows:
Which of the transactional and the transformational forms of leadership is more suitable,
efficient and positively influencing for the Htoo Group of Companies?
The different secondary research questions under the domain of the primary study
question, which the concerned research also tries to address, are as follows:
a. What are the benefits and disadvantages of transactional leadership in Htoo
Company?
b. What are the benefits and disadvantages of transformational leadership in Htoo
Company?
c. Which of these two measures of leaderships is more suitable for the concerned
company?
1.7 Research Hypothesis:
After taking under consideration above-mentioned research questions, the study needs
to form research hypothesis for making a clear, specific as well as testable proposition of
possible outcome.
H1: Impact of transformational leadership style on employees of HGC
H10: Transformational leadership style cannot influence employees of HGC positively
H11: Transformational leadership can influence employees of HGC positively
H2: Impact of transactional leadership style on employees of HGC

13LEADERSHIP STYLES IN ORGANIZATIONS
H10: Transactional leadership style cannot influence employees of HGC positively
H11: Transactional leadership can influence employees of HGC positively
1.8 Research Structure
The concerned research can be seen to be divided and organized in the following
structural framework:
Figure 1: Structure of the Dissertation
(Source: As created by the author)
The first chapter gives a brief overview of the background of the research, the
rationale behind the concerned study, the aims and objectives which the research incorporates
as well as the questions which are addressed by the concerned study and the significance of
the research in the aspects of the Htoo Group of Companies in the contemporary period. This
is followed by the second chapter, in which an extensive review of the literary and scholarly
works as well as the empirical evidences present in the concerned aspects, like leadership
styles and their impacts on different components of the operational frameworks, both in
Chapter 1:
Introduction
Chapter 2:
Literature
Review
Cahpter 3:
Research
Methodology
Chapter 4:
Data analysis
Chapter 5:
Conclusion

14LEADERSHIP STYLES IN ORGANIZATIONS
global scenario as well as in the concerned organization is conducted. The third chapter
consists of the research methodological framework which shows the research approaches,
tools and techniques and data collection and analysis methods used for the concerned study.
The data collected are analysed and interpreted in the fourth chapter, followed by the final
chapter, in which the brief conclusion about the concerned study, the study limitations and
possible recommendations are provided.

15LEADERSHIP STYLES IN ORGANIZATIONS
CHAPTER 2: LITERATURE REVIEW
2.1 Introduction
This section of the research study focuses on the significance of leadership in an
enterprise. This segment also highlights on the difference between the transactional and
transformational leadership style. This section also determines which of these leadership
styles is better relating to HGC employees job performance. The impact of transformational
and transactional leadership style by the HGC leaders on their workers job satisfaction and
job performance can be understood by further discussion.
2.2 Significance of leadership in an organization
Ruggieriand Abbate (2013) opines that leaders play a vital role in growth of an
enterprise. Leadership is one of the main factors that immensely contribute to general well-
being of the enterprise. It has been vital process of influencing people in performing assigned
tasks efficiently and competently. McCleskey (2014) cites that the leaders must have the
ability to maintain effective interpersonal relations with subordinates as well as encourage
them to aid in attaining objectives of an enterprise. Strong leadership help the enterprise to
maximize productivity as well as attain business target. Effective leaders influence the
individual’s behavior and enhance their involvement level in work. The leaders of an
organization creates self- confidence within employees, enhances morale as well as
motivation of employees and also facilitates them in achieving enterprise goal. Even in
difficult circumstances, the leaders might sustain high commitment level from the employees.
This in turn aids the company to improve their business operations and turn around. As per
Mahdinezhad and Suandi (2013), effective leadership style aids in coordinating the needs of
employees with that of enterprise needs.Birasnav (2014) cites that leadership is an important
component of the effective management in an organization. Effectual leadership behaviour

16LEADERSHIP STYLES IN ORGANIZATIONS
mainly stresses upon building the environment where each employee develops as well as
excels. It has huge potential to influence as well as drive group efforts towards
accomplishment of business target. Leaders with proper leadership qualities and leadership
style can develop strategies that build as well as sustain competitive advantage. Iqbal, Anwar
and Haider (2015) points out those strong leaders also aid in delegating responsibility to the
team members in such a way so that it enhances productivity of the organization. Proper
delegation of responsibility also helps to improve employee’s performance and enhance their
job satisfaction. In addition to this, proper leadership also helps to provide proper guidance as
well as advice to the employees. Several researches reflects that leaders adopting proper
leadership style also helps to build positive as well as efficient work environment. Effective
leadership aids to resolve any kind of conflicts that occur within the organization and thus
does not permit it to adversely impact the organization.
Over the past few decades, leadership styles adopted by the leaders in the enterprises
have been changing in rapid way. Rapid pace of the technological developments mainly
exerts vital influence on enterprise development as well as leadership styles.Copeland(2014)
states that leaders bare invaluable mainly when it comes in evaluating as well as
communicating strategic directions to the employees for enhancing dedication to enterprise
target. The value- based company gets enhanced commitment as well as loyalty from their
employees. According to Nanjundeswaraswamy and Swamy (2014), effective leadership
being inspirational effectively percolates human being values that shapes employee’s attitude
towards work. Apart from this, as the enterprises today require to respond to changes. The
change in process, plans, technology and methods generally encounters resistance from
employees working in the organizations. In this situation, proper leadership style play crucial
role in integrating change in corporations by creating conducive environment. Holtenand

17LEADERSHIP STYLES IN ORGANIZATIONS
Brenner (2015) has found out that it is vital that the leaders usually initiate various actions in
business by planning out the employees performing and completing the tasks.
Since in modern enterprises, there is a phenomenon in form of authorizing employees,
the leaders transfer their responsibility to them. Effective leaders use varied leadership style
in order to adapt with specific circumstances in business. National culture impacts the
leadership style because it influences how followers might react. Thus, leaders might not
randomly select their own style. The leaders at present learn business culture of that nation
where it is situated. The leaders in present business environment are generally faced with
rising effort to develop huge confidence with subordinates for effectively performing the
task. Apart from this, the culture within the business enterprises is also dependent on the
particular leadership style. The leaders help in building proper work environment, which in
turn aid in stable business growth. Ruggieri and Abbate (2013) opines that every leader must
possess certain qualities such as- integrity, compassion, proper leadership skills in order to
change with the business culture and operations. These skills of the leaders are required as it
aids in bringing out best abilities in the team members as well as encourage them in working
together for attaining shared target. This is in turn increases the team members’ job
satisfaction level and improves their performance. Furthermore, Paulsenet al. (2013) states
that the leadership is positively associated with the employees performance and satisfaction.
The most vital characteristics of a leader are their personality that has optimistic relationship
with follower’s job performance and satisfaction. The features of leadership behaviour
mainly emphasizes on kind of relationship between the leaders and followers within
enterprises. This form of relationship occurs in two various forms such as- transformational
and transactional leadership style. Generally, the numbers of important outcomes are
connected to these forms of leadership styles involving- enterprise performance, satisfaction,
group performance and commitment. Adoption either transformation or transactional

18LEADERSHIP STYLES IN ORGANIZATIONS
leadership style helps in success of any enterprise. Both these leadership styles aid to predict
the satisfaction and performance of the employees.
2.3 Overview of the transformational leadership and transactional leadership style
Braunet al.(2013) states that transformational leadership relates to the leadership style
that influences main changes in attitudes as well as assumptions of the enterprise members
and build commitment for numerous changes in enterprise’s objectives as well as strategies.
The leaders adopting transformational leadership style uses his power as well as enthusiasm
for encouraging his followers to work for enterprise benefits. Wan Omar and Hussin(2013)
found out that transformational leadership style originated from the charismatic leadership.
The charismatic leaders’ characteristics involve the high self- confidence degree, strong
convictions and tendency to affect others and engage them in management behaviours for
boosting trust as well as confidence within the leaders. Charisma is one of the vital
components of transformational leadership that generates emotional connection between
leaders and followers as well as links them with the enterprise mission. Another component
of transformational leadership is inspiration in which the leaders communicate with their
vision and optimism. In addition to this, another component of transformational leadership is
individual consideration in which the leaders provides personal attention to the followers by
treating them equally (YasinGhadi, Fernando and Caputi 2013). Leaders adopting this
leadership style aid the followers to think in their own way as well as analyze issues from
personal perspectives, challenge wisdom and motivate creativity as well as innovation. There
are four different components of transformational leadership involving- intellectual
simulation, inspirational motivation, idealized influence and individual consideration.
Moriano et al. (2014) suggests that transformational leadership mainly inspire followers
towards acquiring additional via concentrating on followers’ morale of enterprise and
aligning their values with the company’s value. Moreover, in transformational leadership,

19LEADERSHIP STYLES IN ORGANIZATIONS
leaders usually act as role model and as motivator who provides vision, motivation,
satisfaction and morale to followers. This kind of leadership style connects follower’s
identity and also collective identity of enterprises. It challenges followers to take ownership
for work and understand their strength as well as weaknesses.
As per Morianoet al. (2013), the leaders incorporating transformational leadership
energize the groups for persisting in difficult as well as stressful environments. They direct
followers towards future and make creative changes in enterprise cultures. Transformational
leaders appeal to followers higher order values as well as ideals such as justice, peace, liberty
and humanitarianism. They influence strategies in order to empower followers and aid them
improve their performance while changing their attitudes and values to be consistent with
leaders vision (Mahdinezhad and Suandi 2013). Furthermore, transformational leaders use
empowering strategies that include exhibiting ideal behaviours, becoming confident in the
followers abilities and giving support to followers. These leaders influence followers to think
in innovative way, inspire in accomplishing target and encouraging them to keep moral
standards in mind (Longet al. 2014). Therefore, a transformational leader identifies the
demand of followers and articulates their motives to meet their needs. The outcome of this
relationship is termed as mutual simulation that might be explained on converting follower
into leader and the leader into a moral agent. Thus, the vital attributes of transformational
leaders including- team orientation, responsibility, creativity and recognition helps in
development as well as corporate competence related to social groups. This leadership style
seems to be major leadership theory in the present circumstances. This is mainly due to
concern on values of interaction between employees and leaders as strong team.

20LEADERSHIP STYLES IN ORGANIZATIONS
Figure 2: Elements of the transformational leadership
Source: (Ruggieri and Abbate 2013)
Transactional leadership is also termed as managerial relationship that concentrates on
role of supervision, enterprise and performance of group. The leaders integrating this
leadership style promotes compliance of followers via rewards as well as punishments.
Transactional leaders pay attention to the followers work for finding their mistakes and
deviations. This form of leadership is effectual during any difficult situation. The
transactional leaders concentrate on improving the enterprise present condition by structuring
methods as well as controlling enterprise activities. The objective of this leadership style is to
revamp existing corporate culture and improve present policies and processes. Within
Maslow hierarchy of needs, the transactional leadership mainly works at primary satisfaction
level in which the leaders concentrate on lower hierarchy levels. One way in which this
leadership style focuses on the lower hierarchy level is by stressing task performance. These
leaders are effectual in getting particular tasks completed by administering each portion
individually. As per Dumdum, Lowe and Avolio(2013), transactional leadership includes
directing and motivating followers, alluring to their own interests. Power of transactional
leaders usually comes from responsibility and formal authority in an enterprise. In
transactional leadership style, leaders use responsibility as well as authority since they have
power and style has proper approach. The two basic tools incorporated by transactional

21LEADERSHIP STYLES IN ORGANIZATIONS
leaders for inspiring his subordinates are rewards and penalties. Mahdinezhad and Suandi
(2013) cites that transactional leaders are mainly concerned with the procedure rather than
any forward thinking ideas. The leaders adopting transactional leadership style concentrates
on contingent reward or penalization. These contingent rewards are offered to the
subordinates when set target are accomplished within time or keep them working at high pace
throughout completion. On the other hand, contingent punishment is provided when
employee’s performance quantity and quality decline below the production standards and
goals are not met.Shafie, Baghersalimiand Barghi(2013) has found that, few qualities of
transactional leaders help in retaining their subordinates and enhance productivity in
business. According to Breevaart et al. (2014), transactional leaders are the extrinsic
motivator that generally brings less compliance from the followers. These leaders apt to be
action –oriented as well as directive. Transactional leaders concentrate on business standards,
short- term goals, rules and regulations. This leadership style works best when enterprise
issues are clearly defined to the leaders.
There are certain differences between the transformational and transactional
leadership style. Transformational leaders are those who engage with the followers and raise
consciousness regarding importance of particular results and new methods by which the
outcomes can be attained. Odumeru and Ogbonna (2013) has found out that transactional
leaders apt to be highly passive since transformational leaders demonstrate behaviours of
employees. The leaders integrating transactional leadership style lay stress on relation with
followers while transformational leaders lay more stress on values and beliefs of the
followers. Shahhosseini, Silongand Ismaill (2013) proposed that transformational leaders
influence their followers while transactional leaders use incentives for influencing effort and
clarification of work target. Yasin Ghadi, Fernando and Caputi (2013) states that,
transformational leadership mainly expands on transactional leadership through satisfaction,

22LEADERSHIP STYLES IN ORGANIZATIONS
effectiveness and efforts of followers. Transformational leadership permit the followers to do
particular tasks when they have proper knowledge in making decisions on specific problems.
On the contrary, in transactional leadership, the followers are not motivated to participate for
attaining the objectives. Besides this, transactional leadership is focused towards execution as
well as planning in comparison with transformational leadership that promotes innovation.
2.4 Determination of which leadership style is better relating to the HGC employees job
performance and satisfaction
Several authors have pointed out that leadership style has significant relation with the
entity’s performance. Different types of leadership styles might have positive or negative
correlation with the employees’ performance in an organization. As per Antonakis and House
(2013), few researches reflect that blend of both transactional as well as transformational
leadership style would be the effective leadership style in today’s changing world. As the
transformational leaders have the ability to motivate as well as satisfy their subordinates with
friendly nature, they act as a change agent that aids to establish better relations between them.
By building relationships with the subordinates, transformational leaders convince these
subordinates to work in effective way for achieving company’s goals. Mahdinezhadand
Suandi (2013) cites that transformational leadership is highly concerned with values,
behaviours and beliefs of followers. This in turn exerts positive impact on the job
performance of employees. These leaders play imperative role in enhancing job performance
of employees by providing training, arranging meetings with subordinates and attain
feedback from them. However, this will result in increase in workers’ productivity of HGC.
Moreover, the followers who work under these transformational leaders gets motivated as
well as committed which in turn will also leads to improvement in HGC employees’ job
performance. Furthermore, these leaders express their behaviours within persona dynamic

23LEADERSHIP STYLES IN ORGANIZATIONS
relational exchange. It is majorly through development of dyadic social bonds that the
transformational leaders make employees perform better in their job.
However, the employees of HGC who usually report high quality relationship with
these leaders assume larger job responsibility and contribute more in this enterprise. This
leadership increases employees satisfaction as those who are pleased with these leaders feel
that they are highly attached with the enterprise and thus perform better. In addition to this, as
transformation leaders are productive, innovative and supportive in nature, they positively
impacts employees job satisfaction. Long et al. (2014) has found out that the transformational
leadership aids to enhance employees’ satisfaction level by giving inspiration, vision,
stimulation and encouraging them to perform their job beyond agreement. Thus,
transformational leaders exert higher satisfaction by widening as well as elevating workers
goals and boosting their confidence to perform their job beyond expectations. It has been
predicted from few studies that happy employees of HGC can be highly satisfied as well as
and productive than others. Even though it has been evident from few facts that proper
training and development provided to the employees’ impact their productivity but they
perform better when they becomes satisfied from the job and thus perform in better way.
However, the main aim of transformational leaders is to develop self- management as well as
self- development for employees so that they becomes satisfied with the job and focus more
on their performance. Hence, this evidence establishes positive relationship between
transformational leadership and employees’ satisfaction and performance in their job
(Mahdinezhad and Suandi 2013).
Ramchunder and Martins (2014) has found out that transactional leadership cannot
develop maximum of the leadership potential. As transactional leadership is mainly based on
reward as well as penalties system, it do not provide much in form of inspiration and
motivate employees to move beyond basics. Recent evidences highlight that followers of the

24LEADERSHIP STYLES IN ORGANIZATIONS
transactional leaders can get complacent as well as develop tendency to attain less
expectations that might aid them avoid penalties. Therefore, leaders and followers are in an
agreement regarding the reward that employees would receive on attainment of negotiated
performance level. Odumeru and Ogbonna (2013) opines that success of transactional
leadership mainly depends on satisfaction level that leaders as well as followers have in
performance based appraisals. The predicted casual chain in which leadership style directly
impacts the workers motivation translates into improvement of employee’s performance.
Hence, this might not seem to be highly applicable for this transactional leadership.
Dumdum, Lowe and Avolio (2013) confirm that the contingent reward or
transactional leadership has adverse effect on the performance of employees. If the
transactional leaders do not follow up on contingent reward promises in effective way and
thus display inconsistency in their behaviours, then they are considered as ineffective leaders.
Rosenbach (2018) suggests that contingent reward leadership is mainly dependent on settings
of enterprise. For instance, since HGC has been undergoing certain changes, the leaders in
this organization might face difficulty by integrating transactional leadership style. The
penalties given to the employees by the transactional leaders lead to adverse impact on their
satisfaction as well as performance. This generally stems from certain facts that leader awaits
issues before taking actions. By incorporating this strategy, transactional leaders must assure
that proper actions have been taken when needed. However, few leaders in HGC adopting
this transactional leadership style fails in ensuring that proper actions have been taken during
difficult situations in business. As a result, few leaders of HGC who incorporated
transactional leadership style have faced certain difficulties while managing the business
operations. İşcan, Ersarı and Naktiyok (2014) state that transactional leadership integrated by
leaders rely mainly on power as well as authority lead their members. Since power play
integral role in this leadership style, it might create certain difficulties for these leaders. As

25LEADERSHIP STYLES IN ORGANIZATIONS
the measures of transactional leadership are ineffective, it might demotivate the employees of
HGC.
It has been evident from several studies that transformational leadership is better than
the transactional leadership relating to the HGC employees job performance and satisfaction.
This is because the HGC leaders adopting transformational leadership style can aid to make
progress in business operations by focusing more on vision and encouraging workers in
pursuing mission (Odumeru and Ogbonna 2013). On the contrary, transactional leadership
divides huge gap between leaders and workers, which in turn can reduce freedom from HGC
leaders for interacting as well as communicating with the workers. Transformational
leadership seems to be ideal for the present situation of HGC as it provides huge concern on
values of interaction between employees and leaders as strong team. Thus, the leaders of
HGC should adopt transformational leadership style so that they can motivate and inspire
their employees to meet the target and increase productivity of the enterprise.

26LEADERSHIP STYLES IN ORGANIZATIONS
2.5 Importance of job satisfaction:
Bawafaa, Wong and Laschinger (2015) have analysed the impact of resonant
leadership as well as structural empowerment on the nurses’ job satisfaction. In this research,
they have stated that job satisfaction is the affective direction that influences workers to work
efficiently. Through analysing previous research work, the paper has explained that job
satisfaction can be obtained when employees can feel happiness regarding for doing their
work. In this context, situational factors as well as personal factors play significant role.
Situational factors include work conditions, work environment and work relationship while
personal factors include emotional stability and self-esteem. Most of the researchers have
recognised that a positive working environment can help an organisation to obtain job
satisfaction as well as retention. In other study, Lim, Loo and Lee (2017) have observed
about the role of leadership in the context of turnover intention. The mediating role of the
leader in an organisation focuses on job satisfaction as well as commitment. According to
their research work, turnover within an organisation and job satisfaction of employees have
significant correlation with each other. Researchers have defined job satisfaction from
various ways. In this context, Lim, Loo and Lee (2017) have stated that leaders can provide
job satisfaction to their employees by analysing the internal state as well as the entire well-
being of a worker within the work place. This well-being considers physiological,
psychological, environmental as well as emotional situations. These factors could influence
an employ’s feelings regarding satisfaction or dissatisfaction related to jobs.
In other study, researchers have analysed about perceptions of transformational
leadership as well as job satisfaction through considering the role of personality traits. In this
context, researchers have also focused on psychological empowerment. In present era,
working environment has made various changes in the economic, demographic and
technological fields. These dynamic changes has influenced job satisfaction of works by large

27LEADERSHIP STYLES IN ORGANIZATIONS
extend (Aydogmus et al.2018). Almost all researchers have considered that employees, who
have received job satisfaction at a higher level, show significant commitment towards their
work and consequently perform their jobs efficiently. In this context, transformational
leadership plays a crucial role, depending on some behaviour. These behaviours further
transform requirements of followers through satisfying self-actualisation requirements. This
form of leadership also leads expectations of employers at a high level. In some articles,
researchers have represented job satisfaction as the pleasurable state of emotion. This can be
obtained through apprising job of individual, as facilitating and achieving job values of an
individual. Thus, this process is defined as the evaluation of a person’s own work depending
on the content and context of the work. Researchers have provided various determinants
regarding job satisfaction. According to them, a manager or leader can directly influence an
employee to find her job satisfaction (Tepperet al. 2018). Leadership style has various forms
among which transformational leadership plays vital role. Based on the statement of various
scholars, transformational leadership acts as tools to improve follower satisfaction through
encouraging, developing and promoting motivation of employees.
In other contemporary research works, researches have investigated the relationship
of leadership with job satisfaction based on the transactional leadership style (Iqbal, Anwar
and Hider 2015). According some researchers, transactional leadership style can influence
job satisfaction of employees while others have stated that transformational leadership style
has significant impact compare to transactional leadership (Collins, Burrus and Meyer 2014).
This type of leaders influences subordinates through fulfilling their personal desires. Leaders
concentrate deeply on task performance of employees through various dimensions such as
contingent rewards, active and passive exception management.

28LEADERSHIP STYLES IN ORGANIZATIONS
2.6 Transformational and transactional leadership style applied by HGC leaders on
their employee’s job satisfaction:
To elaborate this situation, it is essential to analyse both transformational and
transactional leadership style that HGC leaders have applied to manage job satisfaction
within their organisation. Some previous research articles have observed that effective
leadership for comparatively better ethical performance can help an organisation to attain
higher level of job satisfaction. Some researchers have observed that job satisfaction of
employees has become an essential indicator to understand the job. Thus, this satisfaction has
become the forecaster of work behaviours. According to Iqbal, Anwar and Haider (2015), job
satisfaction represents attitude of workers and this is also true for HGC workers as well.
Researchers have observed those workers’ feelings, beliefs and behaviours. Leaders of HGC
states that transformational leadership has influenced workers more compare to transactional
leadership. As a result, transformational leaders have been influenced successfully to surpass
expectations. Moreover, researchers have observed that job satisfaction in HGC has
influenced employees with the help of certain factors such as quality of physical
environment. This environment is related with working environment of workers as well as
quality is related with relationship with workers.
In other article, Braunet at el. (2013) points out that transformational leadership is
actually an individual-oriented leadership style. In this situation, emotional attachments grow
up between leaders and followers and consequently this helps the organisation to maintain
higher level of job satisfaction. In HGC, transformational leaders have increased job
satisfaction of employees through implementing clear values, vision and mission to their
subordinates. This implies that those leaders have the capability to inspire and encourage
employees for doing good performance that increases employees’ satisfaction level. The
researchers have also observed that leaders have taken vital and effective decisions when

29LEADERSHIP STYLES IN ORGANIZATIONS
their employees experience various problems. This further has provided confidence to those
people for attaining desired target. Based on the statement of Breevaart et al. (2014), HGC
employees have received higher level of satisfaction from those transformational leaders. In
this context, Odumeru and Ogbonna (2013) have opined that transactional leaders have
encouraged employees to achieve a given target through clarifying their roles of jobs. The
researchers have also observed that transactional leaders reward their employees to complete
the task and this further increases their job satisfaction. In addition to this, the transactional
leaders give importance on regular administrative functions through taking conservative work
approach to obtain immediate results. In this context, those researchers have also stated about
task requirements, which is related with compliance. Thus, this increases the job satisfaction
level of HGC workers.
2.7 Significance of job performance:
Different schools of thought have described the proposition of leadership from
different aspects. In various literatures, researchers have developed different concepts of
leadership with the intension to find the best style of leadership. This efficient form of
leadership can exploit all resources efficiently and effectively for obtaining better
performance from employees. This in turn can help the organisation to achieve its desired
goal. According to the great man theory and by the traits, contingency, style and situational
leadership theories, scholars have intended to provide a specific definition as well as meaning
of Leadership (Wang, Demerouti and Le Blanc 2017). In this context, Effelsberg, Solga and
Gurt (2014) have stated that employee’s performance can influence and organisation survive
and obtain success. The study further has highlighted that the in-role performance along with
organisational citizenship behaviour (OCB) as the chief indicators of the performance of
employees. Each business owners want employees, who can successfully carry out job. This
is because performance of employees play significant role to achieve success of the

30LEADERSHIP STYLES IN ORGANIZATIONS
organisation. Thus, it is essential for business leaders to know the chief benefits that they
could receive from performance of an employee. Through understanding this, the company
can develop objective as well as consistent methods to evaluate employees (Ting and Ho
2017). This activity further helps leaders to understand strengths, weaknesses and other
potential managerial gaps within the organisation. In this context, it can be mentioned that
evaluations of performance can help business leaders to determine performance level of all
employees. Some essential factors related to performance of employees are achievement of
desired goals, positive work environment, employee growth and growth of team trends.
Limited numbers of researchers have investigated the impacts of the recognition form respect
within an organisation between leaders and followers. Clarke and Mahadi (2017) have
observed relationship between leaders and followers based on job performance. Every
individual believes that each of them could receive respect from others while this depends on
the form of treatment that they receive from other employees. Respect is the chief barometer
that can help an employee to assess the standard of relationship that both managers and
colleagues could have within them (Yang, Ding and Lo 2016). Researchers have intended to
observe that whether this respect has any relationship with job performance as well as
wellbeing of employees or not.
To describe this situation, some researchers have stated that mutual recognition
related to respect can influence job performance of followers depending on relational identity
theory. This theory has two parts, which are social identity and relational identity.
Researchers have observed that leaders can offer increased resources along with support to
their employees for increasing job performance. This increment can be obtained through
increasing self-esteem feelings of those employees. To analyse this situation more precisely,
Herman and Chiu (2014) have analysed the relationship between transformational leadership
and job performance of workers. Through using the social identity theory, researchers have

31LEADERSHIP STYLES IN ORGANIZATIONS
given a model, which has explained and underlined various processes through which
transformational leadership can influence behaviours of organisational citizenship as well as
creative behaviours. In this model, group identification and transformational leadership are
identified as social identity mechanisms to reflect the characteristics of collective and
personal identity orientation (Herman and Chiu 2014). This further can underpin different
effects of transformational behaviour of leadership on performance outcomes. In other
research work, researchers have observed that transactional leadership and job performance
have close relationship (Shah and Hamid 2015). The entire case study has been conducted on
six large banks situated in Pakistan. According to them, job performance acts as one of the
essential factors as well as significant indicators related to organisational performance.
However, this could be conceptualised through various ways. Previous research articles have
divided performance of workers into “can do” and “will do”. The concept can-do inspires
employees to perform their job efficiently. On the other side, will-do states about knowledge,
ability, skill and other related distinctiveness with the help of which an individual can carry
out her job. In this context, Masa'deh, Obeidat and Tarhini (2016) have defined job
performance as function of a person to carry out the entire work efficiently under the existing
constraints and available resources. The concept of job performance varies for different jobs.
According to those researchers, leadership acts as one of the chief factor to influence job
performance significantly. Transactional leadership style also plays significant role to achieve
certain set of goals. According to researchers, transactional leadership has positive impact on
job performance. According to Breevaartet al. (2016), transformational, transactional and
laissez-faire leadership play vital role in management. In addition to this, the researcher has
provided a report stating that job performance and transactional leadership has strong
correlation applying Multifactor leadership questionnaire. Other researchers have also
supported this positive relationship, as it acts as the critical factor in all levels of an

32LEADERSHIP STYLES IN ORGANIZATIONS
institution. In many organisations, researchers have observed that leaders can successfully
influence employees to receive best outcomes from them. In other article, researcher has
stated that leaders can educate and support employees after providing them innovative and
creative work (Zehir, Akyuz, Eren and Turhan 2016). Therefore, using words, behaviour and
actions, a leader can encourage employees for giving extra effort to achieve some desired
goals and aim.
Presently, researchers have conducted empirical literature review for understanding
the impact of leadership style one performance of employees (Asrar-ul-Haq and Kuchinke
2016). Consequently, they have confirmed that transformational leadership has strong as well
as positive impact on job performance of employees. According to Dartey-Baah (2015),
previous researchers have observed that mixing of both transformational and transactional
leadership styles can provide the best outcome in present dynamic environment of business.
Figure 3: Conceptual Framework of leadership style
Source: (Peachey, Zhou, Damon and Burton 2015)

33LEADERSHIP STYLES IN ORGANIZATIONS
2.8 Impact of transformational as well as transactional leadership style used by HGC
leaders regarding job performance of employees:
Shafie, Baghersalimi and Barghi (2013) have stated that job performance of
employees has direct influence on job satisfaction level of employees. This implies that
employees with higher job satisfaction can perform better compare to those, who have less
level of satisfaction. Job satisfaction also highlights behaviour of employees. This behaviour
can be classified into citizenship and counterproductive behaviour. Citizenship behaviour
means employees’ behaviour, which has significant contribution on the organisation to
achieve desired goals. This can be achieved through depending on social and psychological
conditions. Based on the statement of Iqbal, Anwar and Haider (2015), various forms of
leadership can influence performance of HGC employees. In other article, Donate and de
Pablo (2015) have stated that the success of a company depends mainly on the ability of the
leader regarding human resource optimisation (Passarelli 2015). According to this article, a
good leader can easily understand the value of employees for achieving the goals of
concerned organisation. This also happens in HGC, where efficient leadership has influenced
employees with significant importee. In this context, García-Morales, Jiménez-Barrionuevo
and Gutiérrez-Gutiérrez (2012) have opined that transformational leaders have significant
influence on subordinates for working towards company’s betterment during shot-term and
long-term. In real, they generate inspiration within organisation through influencing
regarding their outcome. Leaders also provide awareness to employees to realise vision of the
enterprise. In this context, some researchers have highlighted that transformational leaders of
HGC has generated significant impact among employees and consequently has increased
performance of them. Breevaart et al. (2014) implies that the transactional leadership
generally helps management related to workers behaviours as well as resources of enterprise

34LEADERSHIP STYLES IN ORGANIZATIONS
to attain short-term objectives. Transactional leaders observe activities of employees and also
observe their performance closely.
In this context, Yehand and Hong (2012) have pointed out that in HGC, transactional
leaders have reinforced rules for employees to reduce their uses and mistakes of negative
reinforcement patterns. Therefore, this dimension is known as strongly task oriented compare
to relation oriented. Thus, it can be said from different studies that the leaders of HGC has
adopted these transformational as well as transactional leadership style to increase the job
satisfaction of employees along with their performance level. The HGC has believed that
effective organisation needs effective leadership, as organisational performance can suffer
with direct proportion. Moreover, the organisation also has accepted that effectiveness of a
group of employees depends chiefly on the leadership quality. The impact of effective leader
facilitates the achievement of desires of the followers that can further influence the effective
performance. In HGC, leadership acts as the most investigated variable of organization
(Gooty and Yammarino 2016). This is because the leadership role has significant impact on
the performance of this company’s employees.
Through conducting empirical research works, researchers have obtained various
evidences to demonstrate that behaviour related to leadership has stimulated organisational
performance (Xu, Loi and Ngo 2016). As a result, the strong leaders in HGC out form weak
leaders and consequently transformational leadership within this organisation has generated
higher performance compare to transactional leadership. Within the specified organisation,
researchers have recognised that transformational leadership or its associated components
have helped to increase the performance of an individual as well as unit and organisation
(Boehm, Dwertmann, Bruch and Shamir 2015). To understand the situation, researchers have
observed and used meta-analysis, laboratory experience and historical archival studies.

35LEADERSHIP STYLES IN ORGANIZATIONS
2.9 Relation between transformational leadership and satisfaction of leaders with job
performance and leader in HGC:
Transformational leadership represents a tool that increases subordinate satisfaction.
In this context, employees of HGC become pleased with their leaders. Moreover, they feel
that leaders treat them respectfully and show respect through providing managerial fee
(Flatten, Adams and Brettel 2015). This further represents in the form of more attachment of
them with organisation and this further insists HGC workers to more efficiently. Thus,
transformational leaders of HGC provide higher level of job satisfaction along with higher
collective support and better job performance. Those leaders also help the organisation to
experience greater belief in efficacy and lower threat assessment. These factors have guided
organisation to obtain desired objectives. In HGC, transformational leaders act as productive,
supportive and innovative nature this consequently generates supervisory interaction through
an effective way with employees (Kesting, Ulhøi, Song and Niu 2016). Thus, researchers
have observed that transformational leadership has helped subordinates of HGC to increase
satisfaction and this further has increased confidence among workers beyond their
expectation level. This satisfaction level increases when employees receive opportunity to
work with their co-leaders. It is observed that happy workers are the most satisfied one and
consequently have become productive regarding their job. Researchers have observed that
good training as well as development has huge importance of the employee’s productivity.
However, employees perform comparatively better when they receive job satisfaction from
their organisation as well as leaders.
In general, researchers have observed that leadership style has two opposite view. The
first view describes that leaders can influence performance of a firm through using their
strategic actions and visions. In HGC, top management has accepted the authority and power
of those leaders to dictate structure of the leadership (Odumeru and Ogbonna 2013).

36LEADERSHIP STYLES IN ORGANIZATIONS
Moreover, this activity helps organisation to set targets and direction for achieving these
through an accurate way. Decisions of CEOs as well as top management of HGC have taken
vital implications on outcome of the firm and consequently, they draw the ultimate position
of the organisation. In some other articles, researchers have stated that top leaders cannot do
much for the organisation and employees, as they have restrictions in the form of culture and
industrial forces, which operate internally within the organisation.

37LEADERSHIP STYLES IN ORGANIZATIONS
Chapter 3: REASERCH METHEDOLOGY
3.1 Introduction:
This chapter of research methodology intends to recognise various types of
approaches along with designs and strategies, which need to be followed to draw proper
outcomes of the study. In addition to this, appropriateness of receiving responses related to
the study depends chiefly on the specific methodology. The researcher designs this
methodology for receiving effective outcomes. Moreover, the concerned person does not
obtain any specific outcomes from related research approaches. Instead of this, through
identifying these research approaches, the researcher receives a certain way. This further can
help the researcher to obtain actuality as well as authenticity of the research. Therefore,
research methodology guides the concerned researcher to gain effective opportunities that can
increase authenticity of related research methodology.
3.2 Method Outline:
The method outline takes under consideration the aims related to research
methodology. In addition to this, the researcher intends to apply effective techniques for the
research for obtaining certain outcomes. Moreover, the researcher has chosen positivism
philosophy for determining actual process for the research. In addition, the researcher has
also considered deductive approach in the form of an effective research approach that can
help the entire study to attain desired outcomes. According to van Dongen et al. (2018),
deductive research approach helps the concerned researcher to obtain actual outcome related
to the research. On the contrary, other researchers have stated that this form of research
approach cannot provide authentic outcomes through manipulating collected data. In addition
to this, the researcher has also selected explanatory research design to form successful
research objectives.

38LEADERSHIP STYLES IN ORGANIZATIONS
3.3 Research Onion:
This portion is the third section of research methodology and plays crucial role for
applying effective tools in the research. This research onion helps the concerned researcher to
receive effective outcomes for the study. Moreover, these effective tools can assist the
researcher to complete six distinct tasks. Therefore, these six layers of research onion
describe about research techniques and process that the concerned research could utilise for
analysis. This research onion also guides the researcher to use research strategies along with
research philosophy and time frame in an effective way.
Figure 4: Research Onion
Source: (Mayer 2015)
3.4 Research Philosophy:
The research philosophy under the heading of research methodology helps the
concerned researcher to recognise the reason of the study, based on effective research
hypothesis. Research philosophy chiefly depends on positivism, realism, along with
Interpretivism and pragmatism. Based on the statement of Kennedy (2017), this research
philosophy considers some characteristics that contain ontology, epistemology and axiology.

39LEADERSHIP STYLES IN ORGANIZATIONS
Positivism philosophy chiefly depends on reality and uses techniques, which are scientifically
proven. On the contrary, Interpretivism philosophy intends to understand the recognition as
well as experiences of specific human being. However, Sekaran and Bougie (2016) has stated
that positivism philosophy helps researchers for data analysis by collecting data in both
qualitative as well as quantitative approaches. On the other side, realism philosophy is
applicable for obtaining objectives of the research study. Instead of this, pragmatism
philosophy considers both Interpretivism as well as positivism philosophy for receiving
accurate outcomes. In this context, the researcher has intended to apply positivism philosophy
to understand the impact of transformational as well as transactional style of leadership on
job satisfaction and job performance of employees in HGC.
3.5 Research Approach:
Research approach is an essential step to conduct the entire research study to achieve
the actual as well as desired outcome of the specified research. Hancock and Algozzine
(2016) have stated that research approach can influence researcher to recognise every step to
conduct desired activities. Research approach can be divided into two forms, which are
deductive approach and inductive approach. According to Daugherty, Hoffman and Kennedy
(2016), inductive research approach leads the researcher to construct new models along with
theories after obtaining the outcomes of the study. On the other side, as per Jeannotte and
Kieran (2017), deductive approach focuses on modifying available models as well as theories
based on the research study with the help of collected data.
3.6 Research Design:
Through applying research design, the researcher can achieve a certain goal with the
help of research objectives. As per the statement of Lewis (2015), research design can guide
the concerned person to give the reference through restricting the targeted outcomes. In this
context, the remaining part of the paper can be performed to achieve the desired research

40LEADERSHIP STYLES IN ORGANIZATIONS
goal. There are three types of research designs, which are explanatory research design along
with exploratory research design as well as descriptive research design. Explanatory research
design can assist the researcher to explain a cause-effect relationship through forecasting the
probable outcomes related to the specified research analysis. On the other side, exploratory
research design intends to recognise the causes regarding the issues of research. This design
chiefly highlights research issues and deals with various problems that can arise during the
research process. The descriptive type of research design, on the other side, helps the
concerned research to investigate and define research related issues as well as problems to
meet the desired objectives of the study. Therefore, this form of research design helps the
researcher to enhance the knowledge along as well as understanding related to this study. For
this paper, the researcher has selected descriptive type of research design, as this process
assists to investigate the known outcomes for achieving the accurate outcome.
3.7 Data Collection:
Data plays significant role to meet all fundamental requirements based on which the
study can be successful. The collected data are required to be suitable for the study to obtain
the target outcomes. Therefore, Levine et al. (2018) has stated that data can be classified into
primary as well as secondary one. The researcher can obtain secondary data from various
secondary sources, such as books, journals as well as websites. Through this data, the
concerned researcher can recognise speculative conditions along with historic presentation
related the study. Based on this type of data, it could be possible to analyse the current trend
of the issues related to the research. In this aspect, Bell, Bryman and Harley (2018) has cited
that researchers often prefer secondary data compare to that primary one, as it is convenient
to collect these data easily. On the contrary, Maduabuchukwu and Ayuba (2018) have argued
that primary data are comparatively more authentic as it can be obtained from direct
intervention. In this research, the researcher intends to use primary data through conducting

41LEADERSHIP STYLES IN ORGANIZATIONS
survey. Moreover, data can be of qualitative or quantitative type. However, for this research
paper, the researcher has used quantitative type of data.
Quantitative data:
The quantitative data represents the information in a fragmented way. Through
evaluating this data, the researcher intends to draw the desired outcome with the help of
collected data. In this context, Klapetek (2018) has opined that quantitative data gives
information regarding the tendency of human perception based on this particular study. Thus,
the study requires comparatively large size of sample for evaluating the data. In this
particular research, the researcher has selected employees of HGC as the respondents to
understand the impact of leadership on them.
Process of primary data collection:
The researcher has collected data by sending emails to employees containing 29
survey questions along with 2 demographical questions. These questions are formed in such a
manner that the researcher can collect all required information. To conduct data, researcher
has formed close-ended questions. The entire questionnaires are based on MLQ 5X Short
containing forty five items from which the researcher considers only rater forms.
3.8 Sampling Method and Sample Size:
Sampling is a process using which the researcher can collect data from targeted
respondents. In is not possible for a researcher to collect data from the population. Sampling
can help the concerned researcher to collect the most relevant responses that can help to
obtain the specified research aims as well as objectives. The study has selected simple
random sampling technique for conducting the survey in a systematic way. This sampling
technique provides equal opportunities to respondents for being selected as a sample within
the survey.

42LEADERSHIP STYLES IN ORGANIZATIONS
In this study, all employees of HGC are population. However, to collect data within
short time frame, the researcher has selected 50 employees from entire company with the
help of simple random sampling without replacement method.
3.9 Data Analysis Plan:
In this study, the research has evaluated the data through using different analytical
techniques. In this context, Franke et al. (2017) has opined that selection of effective
analytical techniques is essential for obtaining pertinent as well as proper conclusion.
Moreover, this technique also helps the concerned researcher to maintain transparency during
the time of data interpretation. The study has represented quantitative data in the form of
tables and graphs in order to simplify the entire process of interpretation through using
collected data. In addition to this, SPSS software has been used to analyse the data. Survey
responses are collected with the help of Liker’s scale. After this, the study has applied
regression analysis to obtain the desired outcome.
3.10 Ethical Consideration:
The researcher has adopted proper ethical code to perform tasks in different process
through collecting data. The secondary research data has been collected from different
authentic as well as valid sources for confirming the trustworthiness of the desired outcomes
related to this specified outcomes. The concerned researcher has avoided irrational questions
within the process of survey for convincing all participants to take part in the survey process
based on mutual understanding. In addition to this, the paper has not revealed the identity of
respondents for maintaining the safety issues. Therefore, the researcher has not entertained
any irrelevant or issues at the end of the study.

43LEADERSHIP STYLES IN ORGANIZATIONS
3.11 Research validation along with data reliability:
The concerned researcher has collected data from human responses. Therefore, the
concerned person has tried to maintain the data reliability through gathering information with
the help of excel software.
3.12 Limitation of the study:
The primary data for this study has been collected from the employees of HGC
through conducting survey. The genuineness of the collected data is the chief limit that can
generate obstacles between outcomes of the study and the success of it. The employees intend
to provide a positive reply to maintain goodwill of the organisation. As a result, they do not
reveal much issues regarding to the company. Therefore, the concerned researcher could
experience many difficulties to recognise the issues relating to leadership. This in turn
adversely affects researcher to provide proper recommendations for this specified study.
3.13 Time Frame:
The following table has represented the time frame of entire research work:
Task Week
1
Week
2
Week
3
Week
4
Week
5
Week
6
Week
7
Week
8
Week
9
Topic selection
and search for
justification
Construction of
literature
Selecting
appropriate
methods

44LEADERSHIP STYLES IN ORGANIZATIONS
Procedure of Data
collection
Data analysis
along with
representation
Reviewing the
outcomes
Conclusions along
with
recommendations
Submitting draft
of the project
Printing and final
submission
3.14 Chapter Summary:
This section considers various methodologies that the researcher has used for doing
the entire analysis. From the overall discussion, it can be said that the researcher has collected
only primary data to achieve the desired outcome. The researcher, in this context, has adopted
the positivism philosophy along with deductive approach and descriptive design of research
for obtaining the desired outcome. For doing the entire analysis, the concerned person has
selected employees of HGC to understand the impact of both transformational and
transactional leadership within the organisation. To collect information, this paper has
intended to conduct a survey after constructing a set of questions with the type of closed-
ended. After collecting the data with the help of Liker’s scale, this paper has used SPSS for

45LEADERSHIP STYLES IN ORGANIZATIONS
conducting the entire analysis. During the process of entire analysis, the researcher has
considered all ethical issues.

46LEADERSHIP STYLES IN ORGANIZATIONS
Chapter 4: RESULTS AND DISCUSSION
4.1 Introduction:
This chapter intends to conduct a detailed analysis of the collected data that are
obtained through the process of survey. At first, the chapter will introduce different features
of the sample after which the reliability test of surveyed data will be done. After this, the
chapter will do further analyses considering different statistical process. This process of
investigation considers demographical profile of the selected sample along with regression
and correlation between different variables. Furthermore, the study will analyse the mean
scores of the variables with the help of t-test. At the end, this chapter will discuss all relative
findings to demonstrate that how much the findings can support the available literature.
4.2 Socio-Demographic Analysis of all respondents:
To conduct the entire process of survey, the researcher selects 50 employees of HGC
as sample. The survey questionnaires contain 2 demographic questions that indicate about
gender and work experience of workers in this company. The descriptive analysis represents
that most of the respondents are male, which represents 60% of the sample. The distribution
of gender is represented in figure 5.

47LEADERSHIP STYLES IN ORGANIZATIONS
Figure 5: Gender Distribution
Table 1: Distribution of Gender
Gender
Frequency Percent Valid Percent Cumulative
Percent
Valid
Female 20 40.0 40.0 40.0
Male 30 60.0 60.0 100.0
Total 50 100.0 100.0
In addition to this, working experiences of 50 employees in HGC can be described
with the help of following 6 and table 2. This table can sharply represent maximum work
experience of employees and their detail understating regarding this company and leadership
style.

48LEADERSHIP STYLES IN ORGANIZATIONS
Figure 6: Distribution of Work Experience
Table 2: Distribution of Work Experience
How long have you worked in this company?
Frequency Percent Valid Percent Cumulative
Percent
Valid
0-1 year 3 6.0 6.0 6.0
1-2 years 12 24.0 24.0 30.0
2-3 years 11 22.0 22.0 52.0
3-4 years 7 14.0 14.0 66.0
4-5 years 8 16.0 16.0 82.0
5-6 years 6 12.0 12.0 94.0
6-7 years 1 2.0 2.0 96.0
7-8 years 1 2.0 2.0 98.0
10 years and above 1 2.0 2.0 100.0
Total 50 100.0 100.0
According to above figure and table the study can state that 24% of total employees in
this sample are working for 1 to 2 years. In addition to this, employees with working

49LEADERSHIP STYLES IN ORGANIZATIONS
experience 2 to 3 years have covered 22% of the sample. From here, it can said that most of
the employees have very short year of working experience.
4.3 Reliability Test:
Researchers generally use Cronbach’ alpha to test the internal consistency of
associated variables. The alpha value represents that how closely a set of items are related as
a group. Therefore, this measurement is considered as a measurement of scale reliability.
According to Bonett and Wright (2015), the Alpha value needs to be equal or greater than 0.7
for maintaining the internal consistency or reliability of the variables.
Table 3: Internal Consistency Test
Variables
Cronbach’s
Alpha No. of Items
Idealized Attributes 0.844 4
Idealized Behaviour 0.839 4
Inspirational Motivation 0.858 4
Intellectual Stimulation 0.845 4
Individual Consideration 0.902 4
Contingent Reward 0.860 4
Mgmt by Exception 0.855 4
Table 3 represents the reliability analysis based on the Cronbach’s Alpha. The table
ranges between 0.839 and 0.902. This implies that data of seven variables are highly reliable.
The reliability of Idealized Attributes (IA) and Idealized Behaviour (IB) is 0.844 and 0.839,
respectively. The alpha of Inspirational Motivation (IM) Intellectual Stimulation (IS) and
Individual Consideration (IC) are above 0.7 which further state that these three variables are
also reliable. The Cronbach’s alpha of IM, IS and IC are 0.858, 0.845 and 0.902, respectively.
In addition to this, alpha value of other variables, which are, Contingent Reward (CR) and
Mgmt by Exception (MGBE) are 0.860 and 0.855, respectively. This further states that all

50LEADERSHIP STYLES IN ORGANIZATIONS
variables are highly reliable, as these alpha values lie above 0.7. Therefore, the concerned
researcher can conduct further statistical analyses with the help of these 7 variables.
4.4 Descriptive Statistics:
To analyse the basic characteristics of the collected data, this paper conducts
descriptive analysis. With the help of this analysis, the researcher can summaries the selected
sample (Muñoz, Kemp, Hollowood and Hort 2018). The following two tables represent
descriptive statistics of both transformational and transactional leadership.
Table 4: Descriptive Analysis of Transformational Leadership
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
IdealisedAttributes 50 1.00 5.00 3.4700 .81071
IdealisedBehaviours 50 1.00 5.00 3.3300 .90695
InspirationalMotivation 50 1.00 5.00 3.3200 .95704
IntellectualStimulation 50 1.00 5.00 3.3900 .89380
IndividualConsideration 50 1.00 5.00 3.5300 1.06623
Valid N (listwise) 50
The above table considers all variables that determine that determine the
transformational leadership style. The mean value of all variables is around 3. Therefore,
most of the respondents replies ‘sometimes’. In addition to this, the value of standard
deviation of all variables is 1 or close to 1. This means that most of the responses are close to
“sometimes”, which indicates positive implication.
Table 5: Descriptive Analysis of Transactional Analysis
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
ContingentReward 50 1.00 5.00 3.4200 .86520
MgmtbyException 50 1.00 5.00 3.4200 .90554
Valid N (listwise) 50

51LEADERSHIP STYLES IN ORGANIZATIONS
The mean value of two variables related to transactional leadership is 3.42 while
standard deviation is less than 1. This also implies that most of the respondents evaluate their
leaders in a positive way.
4.5 Correlation Analysis:
To understand the strength of association between each variable of transformational
and transactional leaderships, this study conducts a bivariate analysis. This analysis further
measures the direction of relationship of different variables related to leadership style.
According to the concept of statistics, the value of correlation coefficient varies between -1 to
+1 representing different statistical implications. These two extreme values represent perfect
degree of association where ‘-‘sign represents negative relationship and ‘+’ represents
positive relationship between two variables (Zhou et al. 2016). Moreover, the relationship
between two variables becomes weak when the value of correlation coefficient tends to zero.
To measure this coefficient correlation, there are four types of measurements, which are,
Pearson correlation, Spearman correlation, Kendall rank correlation and the Point-Biserial
correlation. In this study, the researcher uses Pearson correlation, which is used most widely
to measure the degree of association between different variables.
The researcher further can analyse the obtained outcomes through considering other
related articles that take discuss that which leadership style is the best in HGC. This is
because the best form leadership can help employees to perform efficiently and this further
brings job satisfaction for them. In most of the articles, researchers have stated that both types
of leadership have significant impact to influence performance of employees. However,
previous articles have considered that researchers have stated that transformational leadership
has positive impact on employees compare to that of transactional leaders. However, the
analysis provides an opposite concept. Therefore, to reduce adverse impact of this

52LEADERSHIP STYLES IN ORGANIZATIONS
transactional leadership style, the company needs to adopt transformational style of
leadership. This is because transformational leadership provides positive environment
compare to other.

53LEADERSHIP STYLES IN ORGANIZATIONS
Table 6: Correlation Analysis of Transformational Leadership's Variables
IdealisedAtt
ributes
IdealisedBe
haviours
Inspirationa
lMotivation
Intellectual
Stimulation
IndividualC
onsideratio
n
Pearson
Correlation
1 .798 ** .762 ** .897 ** .792 **
Sig. (2-
tailed)
.000 .000 .000 .000
N 50 50 50 50 50
Pearson
Correlation
.798 ** 1 .822 ** .832 ** .770 **
Sig. (2-
tailed)
.000 .000 .000 .000
N 50 50 50 50 50
Pearson
Correlation
.762 ** .822 ** 1 .770 ** .830 **
Sig. (2-
tailed)
.000 .000 .000 .000
N 50 50 50 50 50
Pearson
Correlation
.897 ** .832 ** .770 ** 1 .748 **
Sig. (2-
tailed)
.000 .000 .000 .000
N 50 50 50 50 50
Pearson
Correlation
.792 ** .770 ** .830 ** .748 ** 1
Sig. (2-
tailed)
.000 .000 .000 .000
N 50 50 50 50 50
IndividualC
onsideratio
n
**. Correlation is significant at the 0.01 level (2-tailed).
Correlations
IdealisedAtt
ributes
IdealisedBe
haviours
Inspirationa
lMotivation
Intellectual
Stimulation
The above table represents correlation coefficient among five variables of
transformational leadership style. From following table, researcher observes that all variables
have positive correlation based on 99% significance level. Through analysis this table, it can
be said that IA has strong association with IB, IM, IS and IC and represents a positive
relationship with each variable. Moreover, IB also has positive as well as almost strong
relationship with other variables of transformational leadership style. The value of coefficient
between IA and IB, IM, IS and IC are 0.798, 0.762, 0.897 and 0.792, respectively. Therefore,
IA has the strongest association with IS compare to other four variables. The correlation
coefficient of IB with IA, IM, IS and IC are 0.798, 0.822, 0.832 and 0.772, respectively. This
implies that IB has strong correlation with IM compare to others. The other variables, which

54LEADERSHIP STYLES IN ORGANIZATIONS
are, IM, IS and IC also represent positive correlation with other variables. Therefore, it can be
said that each variable of transformational leadership style is highly correlated with other
variables of the same leadership style. In addition to this, the study also measures correlation
coefficient between two variables of transactional leadership style through applying Pearson
correlation.
Table 7: Correlation Analysis of Transactional Leadership's Variables
Correlations
ContingentRewar
d MgmtbyException
ContingentRewar
d
Pearson
Correlation
1 .825**
Sig. (2-
tailed)
.000
N 50 50
MgmtbyException Pearson
Correlation
.825** 1
Sig. (2-
tailed)
.000
N 50 50
**. Correlation is significant at the 0.01 level (2-tailed).
According to table 7, it can be said that two variables of transactional leadership style
has positive correlation. The value of this correlation coefficient is 0.825, which represents
strong association between these two variables. This implies that contingent reward is highly
correlated with Mgmt by exception.
4.6 Inferential Statistics:
Table 8: Regression Summary, ANOVA and Coefficients of Satisfactions-
Transformational Leadership
Model Summary
Model R R Square Adjusted R
Square
Std. Error of the
Estimate
1 .982a .965 .961 .17784

55LEADERSHIP STYLES IN ORGANIZATIONS
a. Predictors: (Constant), IndividualConsideration,
IntellectualStimulation, InspirationalMotivation, IdealisedBehaviours,
IdealisedAttributes
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1
Regression 38.608 5 7.722 244.157 .000b
Residual 1.392 44 .032
Total 40.000 49
a. Dependent Variable: Transformational
b. Predictors: (Constant), IndividualConsideration, IntellectualStimulation,
InspirationalMotivation, IdealisedBehaviours, IdealisedAttributes
Coefficientsa
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) -.136 .113 -1.203 .236
IdealisedAttributes .156 .078 .140 1.999 .052
IdealisedBehaviours .366 .060 .368 6.151 .000
InspirationalMotivation .197 .056 .209 3.520 .001
IntellectualStimulation .166 .072 .164 2.305 .026
IndividualConsideration .159 .048 .187 3.306 .002
a. Dependent Variable: Transformational
According to table 8, it can be said that five independent can predict 96.5 % of the
dependent variable, which is, transformational leadership style. From the ANOVA table, it
can be said that except idealised Attributes (p= 0.52), other variables are statistically
significant. Idealized Behaviours has highest impact on employees (β= 0.366, r= 0.000)
followed by Inspirational Motivation (β= 0.197, r= 0.001). After these, Intellectual
Stimulation and Individual Consideration also influence employees in HGC significantly.

56LEADERSHIP STYLES IN ORGANIZATIONS
Table 9: Regression Summary, ANOVA and Coefficients of Satisfactions- Transactional
Leadership
Model Summary
Model R R Square Adjusted R
Square
Std. Error of the
Estimate
1 .989a .978 .977 .31752
a. Predictors: (Constant), MgmtbyException, ContingentReward
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1
Regression 211.616 2 105.808 1049.469 .000b
Residual 4.739 47 .101
Total 216.355 49
a. Dependent Variable: Transactional
b. Predictors: (Constant), MgmtbyException, ContingentReward
Coefficientsa
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) .287 .189 1.517 .136
ContingentReward .664 .093 .273 7.151 .000
MgmtbyException 1.743 .089 .751 19.658 .000
a. Dependent Variable: Transactional
According to table 9, it can be said that two independent variables can predict 97.8 %
of the dependent variable, which is, transactional leadership style. From the ANOVA table, it
can be said that both variables are statistically significant. Mgmt by Exception has highest
impact on employees (β= 1.743, r= 0.000) followed by Contingent reward (β= 0.664, r=
0.000).

57LEADERSHIP STYLES IN ORGANIZATIONS
Table 10: t-Test Analysis
Group Statistics
Gender N Mean Std. Deviation Std. Error Mean
Transformational Female 20 3.4750 .57297 .12812
Male 30 3.3500 1.07599 .19645
Transactional Female 20 8.7625 1.23671 .27654
Male 30 8.3583 2.52802 .46155
Independent Samples Test
Transformationa
l
Transactional
Levene's Test for Equality of
Variances
F 13.515 11.492
Sig. .001 .001
t-test for Equality of Means
t .475 .662
df 48 48
Sig. (2-tailed) .637 .511
Mean Difference .12500 .40417
Std. Error Difference .26290 .61009
95% Confidence Interval of
the Difference
Lower -.40361 -.82251
Upper .65361 1.63084
Table 10 analyses Group Statistics and Independent Samples Test of transformational
and transactional leadership styles. From group statistics, it can be said that female
employees give more positive responses in this survey compare to that male employees in
both style of leaderships. In transformational leadership, the mean value for female
employees is 3.4750 while that for male employees is 3.3500. In addition to this, deviation of
replies of female employees in transformational leadership is very low. This means almost all
female employees provide almost same answers. On the other side, replies of male workers
deviate with each other more compare to that of female workers. This can be said with the
help of standard deviation. This implication is true for transactional leadership style as well.

58LEADERSHIP STYLES IN ORGANIZATIONS
For female employees, this value is 0.57297 while that of male employees is 1.07599.
Responses of female workers deviate but this deviation is less than that of male employees.
With the help of independent sample t-test, the researcher can detect the mean
difference between two leadership style. From the above table of t-test, it can be said that
significance differences can be observed between responses of male and female employees
based on the influence of transformational and transactional leadership styles.
4.7 Discussion:
The present study depends on 29 survey questionnaires along with 2 demographic
questions, which are valid. The entire statistical analyses have done to understand that
between transformational and transactional leadership style, which can influence employees
of HGC significantly. Therefore, the present research study concentrates on leadership
behaviours to understand relationships between employees and leaders as well as trust of
followers on a leader, effort, task commitment, motivation and job satisfaction as well as
effectiveness. In this research paper, the concerned researcher combines this point of view
through using the MLQ-5X tool. This measurement further discusses about the perceptions of
employees on effective leaderships. The researcher intends to apply such tool to obtain
reliable outcomes that further provide comparatively less biased outcomes. In this context,
variables of transformational leadership style are idealised attributes (IA), idealized
behaviours (IB), inspirational motivation (IM), intellectual stimulation (IS) and individual
consideration (IC). In addition to this, variables of transactional leadership are contingent
reward (CR) and Mgmt by exception (MBEA).
The socio-demographic analysis considers gender and work experience of these
selected employees. At first, the demographic question considers gender related to all
respondents represents. It is observed that 60% of total employees are male while 40% of

59LEADERSHIP STYLES IN ORGANIZATIONS
total employees are female. The second question indicates work experience of those workers.
In this context, experiences are segmented under 9 groups, where wide of each group is 1
year. This open-end distribution considers year from 0 to 10 years and onwards. According to
above analysis, it is observed that most of the respondents work for 1 to 2 years in HGC. This
represents 24 percent of total respondents. In addition to this, 22 percent of total respondents
work in this company for 2 to 3 years. From here it can be said that, almost 23 percent of total
respondents are working in this company for 1 to 3 years. Therefore they have experienced
the different patter of leadership for almost short period in this specified company. After
considering these demographic aspects of the entire respondents, the researcher intends to
analyze reliability test. This test helps to concerned person to understand that whether
available data have internal consistency or not. To know this, this research paper focuses on
Cronbach’s Alpha. If alpha value of each variable lies above 0.7 then researcher can say that
data are consistent. The reliability test represents that all variables related to transformational
leadership and transactional leadership are reliable and this leads the research to conduct
further statistical analysis.
Through conducting descriptive analysis, the researcher summaries all collected data.
According to this analysis, it is observed that most of the respondents provide positive
answers regarding the activities of transformational and transactional leadership styles.
Therefore, it can be said that both styles of leadership influence employees to work
efficiently from which they obtain job satisfaction. Therefore, both transformational as well
as transactional leadership have affected the entire process of working significantly. In this
context, it is also essential to mention that almost all respondents provide positive replies
regarding these leadership styles. In this context, the researcher also tries to observe that
whether variables of both forms of leaderships have any correlation with each other or not.
From SPSS table, it can be observed that whether correlations between two variables of

60LEADERSHIP STYLES IN ORGANIZATIONS
transformational leadership are very strong or not. The correlation table represents that
between two variables of transformational leadership, a strong correlation can be observed.
Moreover, each relationship represents has represent a positive one, which implies that
increase in one variable can lead the other variable to increase further. The same relationship
can be observed between two variables of transactional leadership style.
From inferential statistics, the researcher can state that whether transformational
leadership style as well as transactional leadership style has any positive impact on
employees of HGC or not. It is already has observed that independent variables can predict
96.5 percent of the transformational leadership style. Moreover, the ANOVA table represents
significance value. In addition to this, it is already observed that all variables except idealized
attributes have influenced employees significantly. Therefore, it can be said that
transformational leadership has positive impact on employees of HGC. Furthermore, the
researcher tries to observe that whether transactional leadership style has any positive impact
on employees of HGC. To know this, the concerned person has observed that independent
variables can predict 97.8% of transactional leadership style. In addition to this, the study can
observe from ANOVA table that Mgmt by exception has strong impact on employees than
any variables related to both transformational and transactional leadership styles. This notion
further states that the style of transactional leadership has significant contribution to motivate
employees while transformational leadership style has comparatively less influence on
employees.
The study further conducts independent sample t-Test to understand that whether the
difference in employees’ genders has any statistical significance that can provide positive
impact on the way those employees influence through both transformational and transactional
leadership style. According to female employees, both transformational and transactional
leadership style have positive influence on them. According to male employees, this

61LEADERSHIP STYLES IN ORGANIZATIONS
significant difference is not as strong as female employees consider. From the independent
samples test, the researcher has observed that both form of leadership have significant
differences. This implies that both responses between transformational and transactional
leadership have significant differences. Therefore, this analysis further helps the researcher to
reject null hypotheses H10 and H20 that state that transformational and transactional
leadership styles do not have any influence employees of HGC. Thus, the concerned
researcher considers alternative hypothesis H11 and H21, which state that both form of
leadership has positive influence on employees of this specified company. This entire
analysis can be described further considering previous literatures.
According to McCleskey (2014), strong leadership could influence an enterprise to
provide maximum output to their customers. Through influencing behaviour as well as the
involvement level of employees, the concerned leader can motivate performance of a worker
in a positive way. This phenomenon is also applicable in the context of HGC. Based on
survey report, the paper can said that both transformational and transactional leadership have
significant influence on employees of HGC. A perfect form of leadership helps employees to
generate self-confidence through providing moral supports and motivation. Moreover, an
effective leader also provides other facilities that can help those workers to work with their
full concentration and enthusiasms. From above analysis, it can be said that transformational
as well as transactional leadership have influenced employees in a positive way and this
further influences employees to operate significantly. The entire analysis also supports the
point of view of researchers Iqbal, Anwar and Haider (2015). Through considering his
concept, it can be said that strong leadership help employees of HGC to perform their
responsibilities delicately. In this context, female workers support this aspect more compare
to male workers. According to female employees of HGC, both transformational and
transactional leadership influence them positively to perform the task. According to those

62LEADERSHIP STYLES IN ORGANIZATIONS
female employees, both form of leadership helps this organisation to reduce any internal
conflict and this consequently those leaders do not support any negative impact within the
organizational activity.
This analysis further supports the viewpoint of Braunet al. (2013), who considers that
transformational leadership helps an organisation to build further commitment for various
changes related to objectives and strategies of HGC. Through using the power of leadership,
the transformational leaders encourage employees of HGC to work in a positive way that
further can help the concerned company to meet all its objectives. On the other side, this
survey successfully addresses the point of view of Dumdum, Lowe and Avolio (2013). This
form of leaderships helps employees of HGC to motivate for alluring their own interests. In
this company, leaders take responsibilities as well as authorities to give rewards or penalties
to their employees. From above analysis, the researcher has observed that the impact of
contingent reward is strong among employees compare to any other variables of leadership.
Therefore, this contingent rewards helps employees to perform efficiently within a fixed
targets. Employees try to work with high space for completing the entire task. Moreover, the
research also observes that the impact of contingent reward is more strong compare to that of
contingent punishment. Contingent rewards influence female employees more than male
employees. In HGC, leaders mainly follow transactional style of leadership. This further
helps employees in this company to retain their subordinates and increase business
productivity. This concept supports the statement provided by Shafie, Baghersalimiand
Barghi (2013). Furthermore, the analysis also supports the view of Breevaart et al. (2014) that
transactional leaders act as extrinsic motivators in this company. Most of the leaders intend to
make a business standard through using short-term goals as well as rules and regulations.

63LEADERSHIP STYLES IN ORGANIZATIONS
Chapter 5: CONCLUSIONS AND RECOMMENDATIONS
5.1: Conclusion:
This chapter of the study will discuss the entire research work briefly. The paper has
observed that the commercial as well as organisational framework have experienced various
changes for the last few years. This happens due to some international activities, such as,
globalisation and trade liberalisation which in turn have influenced infrastructural and
technological framework of a business. In this context, the study has observed that leadership
style has significant impact on the performance of a company for participating in the global
business activities. Leaders insist employees in an organisation to work in an efficient way to
obtain certain goals and objectives related to the business. Therefore, this study has observed
that leaders actually play vital roles in an organisation. However, it is also observed that the
basic concept of leadership changes over the years in this dynamic business world. In
addition to this, the role of leadership within a business has become more complex due to
different types of leadership structures as well as styles. Therefore, entire concept of
leadership depends on a particular situation. According to some researchers, a good leader
helps his subordinates to create morale values and inspiration for their employees as this
further can help those employees to work more efficiently. In this context, significant
leadership structure also encourages an organisation to operate efficiently through using free
flow of ideas. This further can help the concerned organisation to implement proper strategies
for performing their operations efficiently. In an organisation, different forms of leadership
can be observed among which this study considers transformational and transactional style of
leaderships. These two forms of leaderships have different activities. Transactional leaders
chiefly give focus on organisation to supervise the performance of the organisation. On the
other side, transformational leaders intend to identify different areas that further can help the
organisation to change and create its vision. To understand the actual role of leaders, this

64LEADERSHIP STYLES IN ORGANIZATIONS
paper has selected the Htoop Group of Companies in Myanmar. The entire study intends to
identify that whether transformational leaders have significant impact on employees of this
company or not. At the same time, this paper also tries to observe that whether transactional
form leadership has significant impact in this company or not.
The significance of this study depends on some aspects. In this contemporary period,
market places experience global integration. This further leads companies to increase their
level of competition. Therefore, it has become obvious for all businesses including HGC to
maximise efficiency along with effectiveness and competency within their operational frame
work. This further can help these companies to sustain under a strong competition that exists
across the world. To achieve such strategies, the role of an efficient lead is very crucial.
Therefore, this research work tries to understand the impact of transformational and
transactional form of leadership in HGC. For doing so, this paper conducts various statistical
analyses. To obtain such statistical data, the researcher conducts a survey with 50 employees
in this company. Before conducting the researcher, the concerned researcher set research
aims objectives and questions that further can help this person to proceed accurately.
The basic aim of this research study is to investigate various impacts as well as
implications related to different style of leaders. The paper chiefly focuses on
transformational and transactional form of leadership depending on the activity of Htoo
Group of Companies. Thus, the research work tries to compare as well as determine different
style of leadership that can be appropriate for the specified company. Through analysing the
statistical data and discussing their interpretation, this paper can state that whether this paper
has successfully addressed its research objectives or not.
The first objective of is to explore the differences between transformational and
transactional form of leadership. The researcher has done this difference with the help of

65LEADERSHIP STYLES IN ORGANIZATIONS
previous research articles. In many articles related to leadership style, the researchers state
about functions and activities of different form of leaders through considering their different
activities. However, at the end the researcher observes that transformational form of
leadership has comparatively more positive impact on employees compare to transactional
one. This discussion further helps research to fulfil the third objective that states that
transformational leadership has more comparative advantage than transactional leadership.
From previous studies, the researcher has observed that transformational leaders motivate
employees of an organisation to perform in a competitive way. The study also addresses its
fourth research objectives with the help of those previous research articles. Through
analysing various studies, the researcher has observed that transformational leadership style
performs more efficiently in HGC. However, further statistical analysis observes that the
transactional form of leadership has more impact in this company compare to that of
transformational leaders. However, to perform more efficiently, the research understands that
the company needs to apply transformational form of leadership.
The fifth objective tries to understand different impacts of leadership based on
different organisational aspects that can influence the concerned company effectively. The
effective leaders help an organisation to motivate their employees for performing jobs in a
better way. With the help of t-test and other correlation, the researcher has observed that the
impact of transactional leaders is strong compare to the other one. The researcher has also
successfully state about the remaining objectives related to leadership in this company.
In this context, it needs to mention that the study forms questionnaires with the help
of MLQ 5X that has 45 questions. However, the researcher considers one rater forms. From
demographic questions the researcher has observed that most of the respondents are female,
who have working experience for 1 to 2 years. To know this, a socio-demographic analysis
has been done based the selected 50 respondents. Furthermore, this paper intends to observe

66LEADERSHIP STYLES IN ORGANIZATIONS
the internal consistency of these collected data based on which further research work can be
done. For knowing this, this paper conducts a reliability test. From this test it is observed that
all variables related to transformational and transactional leadership are strongly reliable.
This is because their alpha values lie above 0.7. With the help of descriptive statistics, this
paper states that almost every respondent gives positive reply regarding the performance of
employees. In this context, female workers state that both transformational and transactional
form of leadership has more impact on them. Male workers also state the same phenomenon
though there is a significant difference between the responses of male and female employees.
Moreover, responses of female workers do not deviate from each other. This means most of
the employees give almost same responses. On the other side, responses of male employees
deviate with each other significantly.
5.2 Recommendations:
After concluding the entire analysis, the study can further recommend aspects that can
help this research work to proceed further. The main limitation of this research work is that
the researcher does not have any control on the replies of respondents. Therefore, the
researcher can obtain a biased outcome in the respondents. In addition to this, the researcher
needs to focus on both negative as well as positive outcome of researchers though they
consider only the positive one.

67LEADERSHIP STYLES IN ORGANIZATIONS

68LEADERSHIP STYLES IN ORGANIZATIONS
References
Antonakis, J. and House, R.J., 2013. The full-range leadership theory: The way forward. In
Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition
(pp. 3-33). Emerald Group Publishing Limited.
Asrar-ul-Haq, M. and Kuchinke, K.P., 2016. Impact of leadership styles on employees’
attitude towards their leader and performance: Empirical evidence from Pakistani
banks. Future Business Journal, 2(1), pp.54-64.
Aydogmus, C., Camgoz, S.M., Ergeneli, A. and Ekmekci, O.T., 2018. Perceptions of
transformational leadership and job satisfaction: The roles of personality traits and
psychological empowerment §. Journal of Management & Organization, 24(1), pp.81-107.
Bawafaa, E., Wong, C.A. and Laschinger, H., 2015. The influence of resonant leadership on
the structural empowerment and job satisfaction of registered nurses. Journal of Research in
Nursing, 20(7), pp.610-622.
Bell, E., Bryman, A. and Harley, B., 2018. Business research methods. Oxford university
press.
Birasnav, M., 2014. Knowledge management and organizational performance in the service
industry: The role of transformational leadership beyond the effects of transactional
leadership. Journal of Business Research, 67(8), pp.1622-1629.
Bird, A. and Mendenhall, M.E., 2016. From cross-cultural management to global leadership:
Evolution and adaptation. Journal of World Business, 51(1), pp.115-126.
Boehm, S.A., Dwertmann, D.J., Bruch, H. and Shamir, B., 2015. The missing link?
Investigating organizational identity strength and transformational leadership climate as

69LEADERSHIP STYLES IN ORGANIZATIONS
mechanisms that connect CEO charisma with firm performance. The Leadership
Quarterly, 26(2), pp.156-171.
Bolden, R., 2016. Leadership, management and organisational development. In Gower
handbook of leadership and management development (pp. 143-158). Routledge.
Braun, S., Peus, C., Weisweiler, S. and Frey, D., 2013. Transformational leadership, job
satisfaction, and team performance: A multilevel mediation model of trust. The Leadership
Quarterly, 24(1), pp.270-283.
Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O.K. and Espevik, R., 2014.
Daily transactional and transformational leadership and daily employee engagement. Journal
of occupational and organizational psychology, 87(1), pp.138-157.
Breevaart, K., Bakker, A.B., Demerouti, E. and Derks, D., 2016. Who takes the lead? A
multi‐source diary study on leadership, work engagement, and job performance. Journal of
Organizational Behavior, 37(3), pp.309-325.
Caldwell, C., Dixon, R.D., Floyd, L.A., Chaudoin, J., Post, J. and Cheokas, G., 2012.
Transformative leadership: Achieving unparalleled excellence. Journal of Business
Ethics, 109(2), pp.175-187.
Clarke, N. and Mahadi, N., 2017. Mutual recognition respect between leaders and followers:
Its relationship to follower job performance and well-being. Journal of business
ethics, 141(1), pp.163-178.
Collins, B.J., Burrus, C.J. and Meyer, R.D., 2014. Gender differences in the impact of
leadership styles on subordinate embeddedness and job satisfaction. The leadership
quarterly, 25(4), pp.660-671.

70LEADERSHIP STYLES IN ORGANIZATIONS
Copeland, M.K., 2014. The emerging significance of values based leadership: A literature
review. International journal of leadership studies, 8(2), p.105.
Dartey-Baah, K., 2015. Resilient leadership: A transformational-transactional leadership
mix. Journal of Global Responsibility, 6(1), pp.99-112.
Daugherty, T., Hoffman, E. and Kennedy, K., 2016. Research in reverse: Ad testing using an
inductive consumer neuroscience approach. Journal of Business Research, 69(8), pp.3168-
3176.
Donate, M.J. and de Pablo, J.D.S., 2015. The role of knowledge-oriented leadership in
knowledge management practices and innovation. Journal of Business Research, 68(2),
pp.360-370.
Dumdum, U.R., Lowe, K.B. and Avolio, B.J., 2013. A meta-analysis of transformational and
transactional leadership correlates of effectiveness and satisfaction: An update and extension.
In Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition
(pp. 39-70). Emerald Group Publishing Limited.
Effelsberg, D., Solga, M. and Gurt, J., 2014. Transformational leadership and follower’s
unethical behavior for the benefit of the company: A two-study investigation. Journal of
Business Ethics, 120(1), pp.81-93.
Ferraro, G.P. and Briody, E.K., 2013. The cultural dimension of global business. Upper
Saddle River: Pearson.
Flatten, T., Adams, D. and Brettel, M., 2015. Fostering absorptive capacity through
leadership: A cross-cultural analysis. Journal of World Business, 50(3), pp.519-534.
Ford, M., Gillan, M. and Thein, H.H., 2016. From cronyism to oligarchy? Privatisation and
business elites in Myanmar. Journal of Contemporary Asia, 46(1), pp.18-41.

71LEADERSHIP STYLES IN ORGANIZATIONS
Foster, M., 2013. The Business of Media in Myanmar, 2013. Internews, February.
Franke, D., Petoukhov, M.V., Konarev, P.V., Panjkovich, A., Tuukkanen, A., Mertens,
H.D.T., Kikhney, A.G., Hajizadeh, N.R., Franklin, J.M., Jeffries, C.M. and Svergun, D.I.,
2017. ATSAS 2.8: a comprehensive data analysis suite for small-angle scattering from
macromolecular solutions. Journal of applied crystallography, 50(4), pp.1212-1225.
Gooty, J. and Yammarino, F.J., 2016. The leader–member exchange relationship: A
multisource, cross-level investigation. Journal of Management, 42(4), pp.915-935.
Hancock, D.R. and Algozzine, B., 2016. Doing case study research: A practical guide for
beginning researchers. Teachers College Press.
Herman, H.M. and Chiu, W.C., 2014. Transformational leadership and job performance: A
social identity perspective. Journal of Business Research, 67(1), pp.2827-2835.
Holten, A.L. and Brenner, S.O., 2015. Leadership style and the process of organizational
change. Leadership & Organization Development Journal, 36(1), pp.2-16.
Htoo.com 2018. Home - HTOO. [online] HTOO. Available at: http://htoo.com/ [Accessed 15
Sep. 2018].
Iqbal, N., Anwar, S. and Haider, N., 2015. Effect of leadership style on employee
performance. ArabianJournal of Business and Management Review, 5(5), pp.1-6.
İşcan, Ö.F., Ersarı, G. and Naktiyok, A., 2014. Effect of leadership style on perceived
organizational performance and innovation: the role of transformational leadership beyond
the impact of transactional leadership–an application among Turkish SME's. Procedia-Social
and Behavioral Sciences, 150, pp.881-889.
Jankalová, M., 2012. Business Excellence evaluation as the reaction on changes in global
business environment. Procedia-social and behavioral sciences, 62, pp.1056-1060.

72LEADERSHIP STYLES IN ORGANIZATIONS
Jeannotte, D. and Kieran, C., 2017. A conceptual model of mathematical reasoning for school
mathematics. Educational Studies in Mathematics, 96(1), pp.1-16.
Kennedy, A.M., 2017. Macro-Social Marketing Research: Philosophy, Methodology and
Methods. Journal of Macromarketing, 37(4), pp.347-355.
Kesting, P., Ulhøi, J.P., Song, L.J. and Niu, H., 2016. The impact of leadership styles on
innovation-a review. Journal of Innovation Management, 3(4), pp.22-41.
Klapetek, P., 2018. Quantitative Data Processing in Scanning Probe Microscopy: SPM
Applications for Nanometrology. Elsevier.
Levine, S., Pastor, P., Krizhevsky, A., Ibarz, J. and Quillen, D., 2018. Learning hand-eye
coordination for robotic grasping with deep learning and large-scale data collection. The
International Journal of Robotics Research, 37(4-5), pp.421-436.
Lewis, S., 2015. Qualitative inquiry and research design: Choosing among five
approaches. Health promotion practice, 16(4), pp.473-475.
Lim, A.J.P., Loo, J.T.K. and Lee, P.H., 2017. The impact of leadership on turnover intention:
The mediating role of organizational commitment and job satisfaction. Journal of Applied
Structural Equation Modeling, 1(1), pp.27-41.
Long, C.S., Yusof, W.M.M., Kowang, T.O. and Heng, L.H., 2014. The impact of
transformational leadership style on job satisfaction. World Applied Sciences Journal, 29(1),
pp.117-124.
Maduabuchukwu, I.E. and Ayuba, I.I., 2018. Vaginal Birth After Caesarean: Any Predictive
Model. Journal of Gynecology and Obstetrics, 6(2), pp.26-30.
Mahdinezhad, M. and Suandi, B., 2013. Transformational, Transactional Leadership Styles
and Job Performance of Academic Leaders. International Education Studies, 6(11), pp.29-34.

73LEADERSHIP STYLES IN ORGANIZATIONS
Masa'deh, R.E., Obeidat, B.Y. and Tarhini, A., 2016. A Jordanian empirical study of the
associations among transformational leadership, transactional leadership, knowledge sharing,
job performance, and firm performance: A structural equation modelling approach. Journal of
Management Development, 35(5), pp.681-705.
Mayer, I., 2015. Qualitative research with a focus on qualitative data analysis. International
Journal of Sales, Retailing & Marketing, 4(9), pp.53-67.
McCleskey, J.A., 2014. Situational, transformational, and transactional leadership and
leadership development. Journal of Business Studies Quarterly, 5(4), p.117.
Min, A. and Kudo, T., 2014. Business conglomerates in the context of Myanmar’s economic
reform. Myanmar’s Integration with Global Economy: Outlook and Opportunities, pp.138-
173.
Moriano, J.A., Molero, F., Topa, G. and Mangin, J.P.L., 2014. The influence of
transformational leadership and organizational identification on intrapreneurship.
International Entrepreneurship and Management Journal, 10(1), pp.103-119.
Nanjundeswaraswamy, T.S. and Swamy, D.R., 2014. Leadership styles. Advances in
management, 7(2), p.57.
Odumeru, J.A. and Ogbonna, I.G., 2013. Transformational vs. transactional leadership
theories: Evidence in literature. International Review of Management and Business Research,
2(2), p.355.
Passarelli, A.M., 2015. Vision-based coaching: optimizing resources for leader
development. Frontiers in psychology, 6, p.412.

74LEADERSHIP STYLES IN ORGANIZATIONS
Paulsen, N., Callan, V.J., Ayoko, O. and Saunders, D., 2013. Transformational leadership and
innovation in an R&D organization experiencing major change. Journal of Organizational
Change Management, 26(3), pp.595-610.
Peachey, J.W., Zhou, Y., Damon, Z.J. and Burton, L.J., 2015. Forty years of leadership
research in sport management: A review, synthesis, and conceptual framework. Journal of
Sport Management, 29(5), pp.570-587.
Rae, D., Price, L., Bosworth, G. and Parkinson, P., 2012. Business inspiration: small business
leadership in recovery?. Industry and Higher Education, 26(6), pp.473-489.
Ramchunder, Y. and Martins, N., 2014. The role of self-efficacy, emotional intelligence and
leadership style as attributes of leadership effectiveness. SA Journal of Industrial Psychology,
40(1), pp.01-11.
Rosenbach, W.E., 2018. Contemporary issues in leadership. Routledge.
Ruggieri, S. and Abbate, C.S., 2013. Leadership style, self-sacrifice, and team identification.
Social Behavior and Personality: an international journal, 41(7), pp.1171-1178.
Sekaran, U. and Bougie, R., 2016. Research methods for business: A skill building approach.
John Wiley & Sons.
Shafie, B., Baghersalimi, S. and Barghi, V., 2013. The relationship between leadership style
and employee performance. Singaporean journal of business economics and management
studies, 2(5).
Shah, S.M.M. and Hamid, K.B.A., 2015. Transactional leadership and job performance: An
empirical investigation. Sukkur IBA Journal of Management and Business, 2(2), pp.74-85.

75LEADERSHIP STYLES IN ORGANIZATIONS
Shahhosseini, M., Silong, A.D. and Ismaill, I.A., 2013. Relationship between transactional,
transformational leadership styles, emotional intelligence and job performance. Researchers
World, 4(1), p.15.
Simola, S., Barling, J. and Turner, N., 2012. Transformational leadership and leaders’ mode
of care reasoning. Journal of business ethics, 108(2), pp.229-237.
Tepper, B.J., Dimotakis, N., Lambert, L.S., Koopman, J., Matta, F.K., Man Park, H. and Goo,
W., 2018. Examining Follower Responses to Transformational Leadership from a Dynamic,
Person–Environment Fit Perspective. Academy of Management Journal, 61(4), pp.1343-
1368.
Ting, S.C. and Ho, M.H., 2017. The Influence of Workplace Friendship, Job Involvement,
and Organizational Identification on Job Performance: Administrative Staffs of Private
Science and Technology Universities in South Taiwan as an Example. International Journal
of Humanities and Social Sciences, 9(6), pp.46-57.
van Dongen, J., van Bokhoven, M., Goossens, W., Daniëls, R., van der Weijden, T. and
Beurskens, A., 2018. Development of a Customizable Programme for Improving
Interprofessional Team Meetings: An Action Research Approach. International journal of
integrated care, 18(1).
Wan Omar, W.A. and Hussin, F., 2013. Transformational leadership style and job satisfaction
relationship: A study of structural equation modeling (SEM). International Journal of
Academic Research in Business and Social Sciences (IJARBSS), 3(2), pp.346-365.
Wang, H.J., Demerouti, E. and Le Blanc, P., 2017. Transformational leadership, adaptability,
and job crafting: The moderating role of organizational identification. Journal of Vocational
Behavior, 100, pp.185-195.

76LEADERSHIP STYLES IN ORGANIZATIONS
Wibbeke, E.S. and McArthur, S., 2013. Global business leadership. Routledge.
Xu, A.J., Loi, R. and Ngo, H.Y., 2016. Ethical leadership behavior and employee justice
perceptions: The mediating role of trust in organization. Journal of Business Ethics, 134(3),
pp.493-504.
Yang, C., Ding, C.G. and Lo, K.W., 2016. Ethical leadership and multidimensional
organizational citizenship behaviors: The mediating effects of self-efficacy, respect, and
leader–member exchange. Group & Organization Management, 41(3), pp.343-374.
YasinGhadi, M., Fernando, M. and Caputi, P., 2013. Transformational leadership and work
engagement: The mediating effect of meaning in work. Leadership & Organization
Development Journal, 34(6), pp.532-550.
Yıldız, S., Baştürk, F. and Boz, İ.T., 2014. The effect of leadership and innovativeness on
business performance. Procedia-Social and Behavioral Sciences, 150, pp.785-793.
Yukl, G.A., 2013. Leadership in organizations. Pearson Education India.
Zehir, C., Akyuz, B., Eren, M.Ş. and Turhan, G., 2016. The indirect effects of servant
leadership behavior on organizational citizenship behavior and job performance:
Organizational justice as a mediator. International Journal of Research in Business and Social
Science (2147-4478), 2(3), pp.2-13.
Bonett, D.G. and Wright, T.A., 2015. Cronbach's alpha reliability: Interval estimation,
hypothesis testing, and sample size planning. Journal of Organizational Behavior, 36(1),
pp.3-15.
Muñoz, A.M., Kemp, S.E., Hollowood, T. and Hort, J., 2018. Comparison of Descriptive
Analysis Methods. Descriptive Analysis in Sensory Evaluation, pp.679-709.

77LEADERSHIP STYLES IN ORGANIZATIONS
Zhou, H., Deng, Z., Xia, Y. and Fu, M., 2016. A new sampling method in particle filter based
on Pearson correlation coefficient. Neurocomputing, 216, pp.208-215.
Appendix
Questionnaire
Question 1 Gender
1 = "Female"
2 = "Male"
Question 2 How long have you worked in this company?
1 = "0-1 year"
2 = "1-2 years"
3 = "2-3 years"
4 = "3-4 years"
5 = "4-5 years"
6 = "5-6 years"
7 = "6-7 years"
8 = "7-8 years"

78LEADERSHIP STYLES IN ORGANIZATIONS
9 = "8-9 years"
10 = "10 years and above"
Question 3 Re-examines critical assumptions to question whether they are appropriate
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question 4 Provides me with assistance in exchange for my efforts
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question 5 Focuses attention on irregularities,mistakes, exceptions, and deviations
fromstandards
1 = "Not at all"

79LEADERSHIP STYLES IN ORGANIZATIONS
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question 6 Talks about his/her most important values and beliefs
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question 7 Seeks differing perspectives when solving problems
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question 8 Talks optimistically about the future

80LEADERSHIP STYLES IN ORGANIZATIONS
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question 9 Instills pride in me for being associated with him/her
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question 10 Discusses in specific terms who is responsible for achieving performance targets
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"

81LEADERSHIP STYLES IN ORGANIZATIONS
Question 11 Talks enthusiastically about what needs to be accomplished
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question 12 Specifies the importance of having a strong sense of purpose
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question 13 Spends time teaching and coaching
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"

82LEADERSHIP STYLES IN ORGANIZATIONS
Question 14 Makes clear what one can expect to receive when performance goals are
achieved
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question 15 Goes beyond self-interest for the good of the group
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question 16 Treats me as an individual rather than just as a member of a group
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"

83LEADERSHIP STYLES IN ORGANIZATIONS
4 = "Fairly often"
5 = "Frequently, if not always"
Question 17 Acts in ways that builds my respect
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question 18 Concentrates his/her full attention on dealing with mistakes, complaints, and
failures
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question 19 Considers the moral and ethical consequences of decisions
1 = "Not at all"

84LEADERSHIP STYLES IN ORGANIZATIONS
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question 20 Keeps track of all mistakes
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question 21 Displays a sense of power and confidence
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question 22 Articulates a compelling vision of the future

85LEADERSHIP STYLES IN ORGANIZATIONS
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question 23 Directs my attention toward failures to meet standards
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question 24 Considers me as having different needs,abilities, and aspirations from others
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"

86LEADERSHIP STYLES IN ORGANIZATIONS
Question 25 Gets me to look at problems from many different angles
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question26 Helps me to develop my strengths
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question 27 Suggests new ways of looking at how to complete assignments
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"

87LEADERSHIP STYLES IN ORGANIZATIONS
Question 28 Emphasizes the importance of having a collective sense of mission
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question 29 Expresses satisfaction when I meet expectations
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"
5 = "Frequently, if not always"
Question 30 Expresses confidence that goals will be achieved
1 = "Not at all"
2 = "Once in a while"
3 = "Sometimes"
4 = "Fairly often"